When we hired our first CMO, we shifted to a more professional marketing approach, which included experimenting with various campaigns.

I transitioned from product management to marketing because I felt that marketing was an area we hadn't fully figured out yet, despite having a functioning sales team and clear product-market fit.

I learned a lot from many marketers, including my own exceptional team, which helped me think differently about marketing.

I joined the team to handle consumer marketing, despite having no experience in that area, but I saw it as a great opportunity.

The concept of a 'Chameleon CMO' is important in modern marketing. Today's marketing leaders need to be versatile, analytical, and creative, adapting to various roles as needed to support the company's goals.

I learned from Reed Hastings that spending significant time with board members can provide valuable insights and help in recruitment.

Finding leaders who have scaled companies before and surrounding myself with experienced individuals has been crucial for my growth as a first-time CEO.

It's challenging to succeed in a marketing role without a deep connection to the product and the founding team.

We launched our product at a startup demo conference, despite initial skepticism from others about our idea, and faced challenges in recruiting a PR firm due to the prevailing negative sentiment. We decided to handle marketing ourselves instead of hiring a marketing person, and we had a memorable audition experience with two computers, one as a backup.