Could you start by briefly describing your experience at Snowflake and your role there?

When I was at Snowflake, there was a thought process about building our own private cloud and data centers, considering the amount of money we were giving to cloud service providers. But the execution of anything is slowing down in Snowflake, which is evident.

Why is that?

The culture we fostered pre-IPO was one of urgency and speed. We had clear objectives and a mantra that we don't walk at Snowflake, we always run at 150 mph. We believed that everything needed to be done today, as if there was no tomorrow. This culture is quite different now. We can't afford to take three to six months to deliver something because the market won't wait. There are agile startups ready to step in and the space is evolving rapidly. There will be consolidation in the future, but competition won't wait for us.

The founders were very involved in the engineering and innovation. Why aren't they intervening?

The founders are taking a slight sidestep. When they see that the team, including Greg, has arrived, they seem to be more involved. Christian, I believe, is still in good standing with the founders and gets along well with them. Greg is somewhere in between. The founders are involved, but they are deeply engrossed in their own research and similar activities. They are not venturing into the management area. They are technical people, not management people. Therefore, when it comes to execution, that's where the engineering team comes into play.