When you started and identified the industries where Vault could potentially solves problems, what were the expectations of the potential size of this business compared to what it is today?

We had high hopes and expected it to be a lot bigger and to grow faster. However, it was slower in growth than we wanted. We won some huge deals, but personally, after being there for eight years, it didn't grow as I had expected. There were disagreements within the group, and the focus shifted too often, making it hard to build and grow the industry or group as we initially wanted. So, it didn't grow as quickly as we thought.

When you started and identified the industries where Vault could potentially solves problems, what were the expectations of the potential size of this business compared to what it is today?

I also think pricing was a factor. Veeva, as a software solution, is on the pricier side. This might have been overlooked, as pharma has a lot more money than other industries. They are willing to invest in Veeva products, especially when it's proven and companies like Merck or GSK have it. It was an easy sell within pharma, so Veeva didn't need to negotiate or offer special pricing. Outside of life sciences, it's harder because they don't have as much money. With Veeva pharma pricing, we were priced out, and they would say, "I'm looking for a Ford, but you guys are a Cadillac at a Cadillac price, and we can't afford it." We heard that a lot, so pricing was a big issue.