Jeetu Patel on Making Cisco AI-First, Communicating Without "Packet Loss," and Why AI May Be Essential for Humanity
Lenny's Podcast
Jeetu Patel is president and chief product officer at Cisco, a 90,000-person company where roughly 30,000 people report into Patel's organization. In this conversation with Lenny Rachitsky, Patel argues that AI is a foundational megatrend rather than a hype cycle, and that a large company can still choose to innovate. Patel describes how Cisco reorganized itself around AI, where Cisco sits in the AI infrastructure stack, and a set of leadership habits. These include a "permission to play" test for strategy, personally owning the company story, criticizing in public while building trust in private, and being explicit with people about how you feel. The conversation ends with Patel's six-part framework for building great companies.
What a 12-hour AI summit revealed
The conversation came a few days after Cisco hosted an AI summit. The lineup included Jensen Huang, Sam Altman, Marc Andreessen, Fei-Fei Li, the CEOs of Intel and AWS, Mike Krieger, and Kevin Weil. Patel said the organizers worried beforehand that 12 hours of fireside chats, from 9 a.m. to 9 p.m. with a two-hour break, would exceed what an audience could absorb. According to Patel, people stayed engaged throughout and "could have gone until 11," which Patel credited to the caliber of the guests. The stated purpose was to understand what is happening in the industry and help customers make the most of it.
Patel drew three takeaways from the day.
The capabilities overhang is real. Patel described a "paradox of progress." AI is solving remarkable scientific problems, yet enterprises say they are struggling with adoption. Patel believes organizations will need help bridging that gap.
Success beyond coding is harder. Coding is the obvious success case. Patel said Cisco expects its first product written 100% with AI within about two weeks of the recording. Every other business function, in Patel's view, requires much more nuance and an understanding of how each business actually works.
AI and demographics. Patel pointed to a theme raised by Marc Andreessen (including on Lenny's podcast) and Kevin Scott. Birth rates are falling, and more of the population will be older than younger. Historically, societies have had enough young people to care for the old, but that may stop being true. Patel's claim is that "survival of humanity depends on a successful AI." If, say, 60% of a population were in a demographic without enough people to care for them, that could cause a great deal of human suffering. Patel thinks this gets too little discussion next to the worry about AI taking jobs.
Lenny joked that AI arriving just in time looked like another sign we live in a simulation. Patel said the idea seemed absurd on first hearing, but "the older I get, the more I believe" it.
How Cisco went AI-first
Lenny had been connected to Patel through Kevin Weil, who described Patel's work as turning Cisco from an older, slower, more traditional enterprise into an AI-forward one. Patel noted that 43,000 of Cisco's 90,000 employees watched the summit stream. Lenny asked what had made the transformation work.
Patel's premise is that innovation is a choice, not a function of company size. Every hour of every day, people can choose to be creative or not. Patel quoted Cisco CEO Chuck Robbins as wanting Cisco to be "not just an iconic company" but "an iconic and innovative company." Every company innovates within its own constraints, Patel said, and the job is to innovate well within the ones you have. Patel then described three moves.
1. Being explicit about what is not up for debate. In a large company there is always a "pocket veto": ask enough people and someone will say no. Patel disputes the common belief that large companies don't experiment. They experiment a lot, Patel said. What they fail to do is go all in when an experiment works. They keep hedging. Cisco decided not to hedge on AI.
That meant persuading employees that their personal success was aligned with the company becoming "dextrous" with AI. Cisco reassured people that AI was not meant to take their jobs. It also made the reverse clear: people who didn't become skilled with AI in their function would probably become less relevant over time. Patel said they are not a fan of top-down hierarchy and "deep down inside" doesn't respect hierarchy much. On this issue, though, Patel chose to be deliberately directive so the whole company would be on the same page. Cisco had been moving in that direction before ChatGPT, and Patel described its release in November 2022 as the seminal moment.
2. Redefining success from silos to platform. Patel said the old path to advancement at Cisco was becoming a general manager with your own P&L and your own sales, marketing, product, and engineering teams. For a company with roughly $40–45 billion in product revenue, that ambition risked fragmenting the business into many $40 million silos. Cisco instead decided it had to stop being "a holding company of 251 acquisitions and thousands of different products" and become a platform company.
Patel's definition of a platform is that the customer feels the same emotion whichever product they use: reliability, trust, elegance of design, and efficient problem-solving. Patel also acknowledged that customers don't use only Cisco. The formula is "loosely coupled but tightly integrated." You don't have to buy everything, but when you buy two things together, "they work like magic."
3. Moving from a walled garden to an open ecosystem. About five and a half years earlier, when Patel joined, Cisco deliberately decided to be comfortable partnering with competitors and to stop thinking in zero-sum terms. If a customer has chosen two vendors and Cisco is one of them, Patel argued, Cisco owes it to the customer to invest in their success with the other vendor too, because the customer's success flows back to Cisco at a high rate.
What Cisco does in the AI infrastructure stack
Lenny noted that many people think of Cisco as WebEx and routers. Patel described Cisco as "a critical infrastructure company for the AI era" and framed the business around three constraints that could hold AI back.
An infrastructure constraint. The world lacks enough power, compute, and network bandwidth to meet AI's needs.
A trust deficit. "Hallucination is a feature when you're writing poetry," Patel said, but not when you need predictable systems. Models are non-deterministic, so safety and security have to be built in.
A data gap. Models have mostly been trained on publicly available human-generated data, and that supply is running out. Patel expects companies to differentiate on proprietary enterprise data, synthetic data, and machine data. Machine data is where Patel sees the most growth and where Cisco can play a major role.
Patel then explained the networking role through the history of model training. Models used to fit on a single GPU. Then they needed a server with eight connected GPUs, then racks of networked servers, then clusters of racks. "Connected together is the operative word," Patel said: Nvidia and AMD make GPUs, and Cisco connects them. Patel added that data centers hundreds of kilometers apart, for example 800 km, now need to operate as one coherent cluster, with every GPU in sync during a training run. According to Patel, Cisco provides networking, optics, safety and security, observability, and a data platform for this.
What isn't priced in: thinking exponentially across many dimensions
Asked what people underestimate about where this is heading, Patel recalled a conversation years earlier with Ray Kurzweil, who was then writing about living long enough to live forever. Patel asked what would happen to housing, agriculture, and transportation if 15 generations were alive at once. Kurzweil's answer, as Patel recounted it, was that most people think exponentially along only one dimension. In reality, exponential change happens across many dimensions at once. If lifespans become indefinite, humans will be creative enough to find, for example, three-day crop cycles or 5,000-story skyscrapers. Problems once assumed unsolvable will become solvable.
Applied to AI, Patel said AI is mostly viewed today as a productivity tool and an aggregation mechanism, using language to compose scattered data into an answer. Patel called that "the 0.00001%" of the tip of the iceberg. Patel expects AI to generate original insights that don't exist in the human corpus of knowledge, and expects the physical world to be augmented with capacity that works on behalf of humans. That would let people do what they care about and not what they don't.
Patel illustrated the mindset shift with Cisco's experience using OpenAI's Codex. Patel said the team spent the first three months "screwing around with this." Then a forward-deployed engineer from OpenAI told them to stop thinking of it as a tool and think of it as a teammate added to the team. Patel said that reframing changed how they used the technology, and argued that the same shift compounded across society would be profound.
Patel also stressed that safety and security risks are "non-trivial and they're real." How an AI defines its own success and ambition matters, and guardrails are needed because AI is "in service of humans," not meant to build a society by itself. Patel rejected the polarized narrative that AI will either leave humans with nothing to do or prove useless. Patel argued the useful question is how to reconstruct society so that diseases are solved, poverty is eradicated, and learning and joy are compounded.
Lenny mentioned Elon Musk's framing of a best case in which humans are like house cats being cared for. Patel didn't engage with the metaphor directly, saying instead that whatever critiques one might have, the depth of thinking at Musk's companies is "nothing short of extraordinary."
Raising a teenager with technology and values
Asked whether AI has changed how Patel raises their daughter, Patel said the family made a choice that was "not even an active choice," possibly "slightly intellectually lazy." They did not keep technology away from her. Patel said they didn't know how it would turn out. Patel worries, about everyone and not only young people, about being glued to phones and unable to put them down and have a conversation. Patel hopes that as AI does more for us, people can be more present.
The night before their daughter turned 15, she told Patel she felt good about having a strong value system. She asked whether Patel could name five things they believed so firmly that they would hold to them even if the entire world disagreed. Patel said they still coach her to change her mind when she gets new data. The episode suggested to Patel that exposure to technology combined with strong values might give "the best of both worlds." Patel added a caveat: "the day ain't over yet." She is 15 and can still be influenced by outside factors, and things "can go sideways." Patel took no credit, saying they were lucky and that she used technology to raise her emotional intelligence.
The values Patel emphasizes are kindness, not being arrogant, hard work, taking risks, and being creative. Patel considers these lasting. Lenny compared this to Anthropic's constitution for Claude. Patel agreed that values and culture tend to endure. Citing Ben Horowitz, Patel described culture as a set of behaviors rather than beliefs, visible in how people behave when things go wrong, and said it is important to be intentional about culture with both humans and machines.
"Permission to play" and the right to win
Aaron Levie, Patel's former boss at Box, told Lenny the idea he took from Patel was the "right to win." Patel explained it as a set of questions asked before entering any area. Is it logical for customers that this company built this product rather than another? Do we have permission to play there? Do we have a route to market that can take the product to mass-scale distribution? Just building a great product isn't enough to reach scale.
If the answers are yes, Patel said, product spending produces outsized returns. If not, a company can spend heavily on product and end up in a familiar standoff, especially in enterprise software: product people think sales doesn't know how to sell it, and salespeople think product doesn't know how to build it. Patel's Cisco example is that networking GPUs and building trusted AI systems is "not far-fetched" for a company that spent 40 years doing the same for non-AI infrastructure.
Lenny raised the point that building is now so easy that everyone is shipping constantly. Patel agreed that abundant code doesn't mean better technology. Human judgment and intuition about which problems to solve still matter, and Patel sees these as a human superpower even if AI can help. The easier code generation becomes, the harder it is to avoid "AI slop" and to stay selective. At Cisco, Patel said, people constantly propose entering markets where other companies are doing well, and "90% of the times, 99% of the times" Patel says no. Patel frames it as spending "calories": focused effort produces disproportionate results, while spreading it thin means nothing gets enough momentum. Cisco doesn't build consumer products, Patel said, because it lacks a consumer distribution channel in its DNA and therefore lacks permission to play there. It could do it, but it gets a better return operating from a position of strength.
Patel said the biggest lesson learned from Levie is that persistence and stamina beat intellect "any day of the week, twice on Sunday." Patel called Levie as smart as they come but said staying power, not intellect, is the main reason for Levie's success.
Lessons from Chuck Robbins and a network of mentors
Patel called Chuck Robbins "one of my favorite humans," adding, "I work for him because he's one of my favorite humans." Patel recounted a press article that gave Patel too much credit and Robbins too little for changes at Cisco. Patel said those changes wouldn't have happened without Robbins hiring Patel and giving them agency. Patel reached out to say they hadn't been the source. According to Patel, Robbins said not to worry, because in life you go much farther if you don't care who gets the credit. From Robbins, Patel said, they learned about confidence and about knowing your strengths and weaknesses well enough to assemble a team that covers the gaps.
Patel described keeping former colleagues close. Patel, Aaron Levie, and Box co-founder Jeff Queisser have had dinner in Palo Alto every six weeks for about six years. Patel talks with Robbins at the start and end of each day and touches base four or five times a day, which Patel said only happens with established trust. Rick Devenuti, Patel's first boss in California, is still Patel's coach, and they meet every two weeks. Patel's family bought a home next to Jeremy Burton's to be close.
Scale, storytelling, and preventing "packet loss"
Asked what they wish they had known before taking the CPO role, Patel said they have always believed the absence of scale is harder than scale. A three-person startup that needs five people for a new idea has to raise money or pivot. A 30,000-person organization can just reallocate internally. Patel ran a startup in Chicago for 17 years before moving to Silicon Valley. What Patel found in large companies is that lossy communication, the "telephone game," is profoundly damaging if leaders aren't intentional about it.
Former Cisco board member Wes Bush gave Patel advice when Patel got the job. Don't treat the company story as a marketing exercise. Treat it as the most foundational exercise in the company, and always be "the custodian of the message." With many layers between the executive and the front line, each layer adds its own well-intentioned flavor, and by the end nobody knows what the message is. Patel initially thought this was a lot to take on, given the breadth of the portfolio and the prospect of standing on stage for 90 minutes. The hidden benefit, Patel said, was that it "massively simplified our business." If Patel can't understand the story well enough to tell it, there is "zero chance" 20,000 sellers can convey it or customers can absorb it. Patel's conclusion is that the story comes first and products are built to make it real, not the other way around.
Lenny connected this to Matt MacInnis's point that the intensity of an idea drops at every layer and leaders must maintain it. Patel added a networking analogy. Just as packet loss drops data on a wire, storytelling shouldn't lose packets between the leader and the front line. As companies grow, Patel said, "everyone gets really good with the math of the business," but they don't always preserve its soul, and even messages coming back up from the front line get distorted. Preserving the intensity, sanctity, and clarity of the message is, in Patel's words, the difference between success and "guaranteed failure."
On how to do this without drowning in meetings, Patel said clarity of thought comes first and produces clarity of communication. That means sweating the details with the team on what to do and why, constantly reminding people of the "why," and minimizing information asymmetry between the top and bottom of the organization. Patel noted the limits: as a Section 16 officer, some things can't be shared during quiet periods. Otherwise, Patel said, share as much context as allowed and "always treat people like adults," including admitting plainly when "we screwed up here."
Criticize in public, reassure in private
Patel described inverting the standard advice to "praise in public, criticize in private," which Patel said they "fundamentally disagree with." The approach is to build enough trust within a team that people are comfortable critiquing and debating in public, and to use private time to build that trust and tell people you have their back. In public, Patel argued, you want problem-solving rather than posturing. Perfunctory compliments and all-green dashboards can coexist with a business growing at 1.5%, and that asymmetry signals something is broken.
So Patel aims to be respectful but direct in public ("This is not working. Let me tell you why"), and generous with words of support in private. Patel said people are often stingy with words in private and shouldn't be. Patel also rejected the "compliment sandwich" Ben Horowitz describes, saying compliments used as padding feel hollow. Patel admitted tone is still something they work on because they get passionate. Patel's summary: conflict is a necessary condition of business, productive conflict requires trust, and trust requires spending time to build it. After that, the best idea should win.
Infrastructure: you get the blame, not the glory
Patel's second lesson from Cisco was about moving from applications (at Box and at EMC) to infrastructure: "you don't always get the glory, but you always get the blame." Application companies get credit when they run on good infrastructure, so infrastructure people must orient toward ecosystem success. Patel described meeting a healthcare company that same morning. Asked why it was doubling down with Cisco, it said that when infrastructure fails, "people die": someone doesn't get dialysis or surgery. Patel said this demands an outcome orientation rather than navel-gazing. Nobody calls to say their network worked today, but they will call when it doesn't. Lenny linked this to Robbins's view on credit. Patel said that fits someone who has spent roughly 26–28 years at Cisco.
The two briefly riffed on networking metaphors for life, including Dunbar's number (Lenny suggested about 150 nodes; Patel hoped for more) and Intel's "Intel Inside" campaign as a way for an infrastructure company to get recognition. Patel mentioned friendships with Intel's Lip-Bu Tan and former mentor Pat Gelsinger.
"Don't be stingy with words": a lesson from Patel's mother
Lenny observed that Patel seemed to be friends with everyone. Patel said they spend time only with people they consider good human beings, whatever their success, and try to minimize time with people whose energy they don't vibe with. Patel noted that everyone has a healthy ego but should be self-aware when it shows up as insecurity and becomes counterproductive.
Patel then told a personal story. Patel's father was a "high-stakes kind of con man like Bernie Madoff" and was abusive to Patel's mother. Patel left India, and Patel and their mother bonded deeply during a difficult childhood. When she came to America she lived nearby and depended on Patel emotionally. Patel said they had almost become a parent to her, and in her final eight weeks in the hospital the roles flipped back. Around 1 a.m., as Patel sat crying at her bedside, she woke up and said, "I had no idea that you loved me so much." Patel was stunned, since everything Patel did was to make sure she was okay.
The lesson Patel took: people don't know what's in your mind. If Patel's own mother didn't know, there is "no chance" people in business will know how you feel unless you're explicit. Patel now tells people clearly what they mean to them, finds it energizing, and said this is why their circle of friends keeps growing. Many summit speakers were close friends as a result. Patel's condition is that it can't be fake: "if you don't love someone, don't tell them you love them." Lenny shared that their mother-in-law, when interviewed for a keepsake for Lenny's son, gave nearly the same advice. Patel said they'd like to make something similar for their daughter.
Career advice: platforms, hunger, and preparation
For people far from Silicon Valley, as Patel once was in Bombay, Patel offered several pieces of advice.
Choose your platform and your problems carefully. Harder problems attract better people, and since business is a team sport, a better team raises the odds of winning "exponentially." You won't attract the best team to a lemonade stand.
Find what you're hungry about. You can teach and learn many things, but "you can't teach hunger." Patel distinguished hunger from passion. Around 30% of any job is work you'll hate, and you have to get used to that. The mission should be worth the energy.
Patel illustrated the importance of platforms with a story. Patel left India in 1991 and didn't meaningfully return until 2017, when Patel took their daughter to the Taj Mahal. Their guide, Raj, switched among German, French, Spanish, Hindi, Mandarin, and other languages. Raj said he spoke perhaps 12 or 14 and learned a new one every year so he could honor visitors in their own language rather than presume they'd speak his. Patel, then at Box, thought the guide was smarter than everyone on the executive team, yet was earning about $10 a day. The difference, Patel concluded, was access to a platform. Patel is skeptical of anyone who attributes all their success to their own abilities, because luck plays a large role. When luck appears, Patel said, be prepared to capitalize on it. Patel said they deliberately sought out the platforms of America, education, tech, and mentors. Patel's advice is to seek platforms, be obsessive about preparation, and avoid intellectual laziness.
Patel also urged building a community invested in your success rather than being a lone wolf. Share burdens, ask for help since most people love to help, and avoid transactional relationships by adding value first for a long time. For young people entering a hard job market, Patel's advice was to stay persistent, because the most persistent people very seldom fail to win. Lenny cited Arnold Schwarzenegger's book title Be Useful as a summary.
The six-part framework for great companies
Patel closed with a framework ranked in descending order of importance. A company needs all six to win.
- Timing is the most important and the least controllable. Many companies built great products in the right market at the wrong time and failed.
- Market means going after a large market "a chunk at a time" and continuing to expand.
- Team means a well-rounded team, not merely one where people like each other. Each person should be strong where others are weak, and everyone should accept that. Patel said they have a partner who is so good at what Patel isn't that every job Patel has taken since working with her has been a combined deal: "if we don't have two offers, we don't go." Asked whether team outranks market, Patel said no. A great market lifts a mediocre team, and a bad market drags down a great one.
- Product is "the soul of a company." Patel said they consider it "unethical to have a mediocre product sold in the market."
- Brand. A mentor, Mark Lewis, told Patel never to join a company that has lost its brand "mojo," because a product can be fixed but lost trust rarely returns.
- Distribution. "Just because you build it, they will not come." A scaled mechanism for reaching many people is required.
Patel said they apply this literally when evaluating new businesses, starting with whether now is the time to "double, triple, quadruple down" or whether the payoff is seven years away. Central to the timing question is distinguishing a megatrend from a hype cycle: don't fight a megatrend, and don't do "vanity work" for a hype cycle. Patel's heuristic is that if you need a PhD to understand what something could do in its ultimate form, it probably isn't a megatrend, because megatrends affect large populations. Patel cited Web3 as a case where they couldn't make "heads or tails" of a use case. With AI, by contrast, you ask ChatGPT a question and get an answer.
Patel added that bad timing doesn't mean scrapping an idea. As Patel told it, Steve Jobs shelved the iPad in favor of the iPhone, and the iPad later succeeded because of the iPhone. Patel also tells their team to "fast forward 6 months" and prepare for what AI will be able to do then, rather than being limited by today's assumptions. Patel warned that companies can over-rely on experience, which can bias people. The "magic" comes from combining experience with inexperience, which asks questions experienced people wouldn't. For this reason Patel called it "the stupidest thing a company can do" to stop hiring entry-level people, since it shuts the door on fresh thinking. Patel said they can't think the way they did at 19 and instead try to spend time exposed to that thinking.
Lightning round
Patel recommends Clayton Christensen's The Innovator's Dilemma and The Innovator's Solution, rereading them every few years, along with Ben Horowitz's The Hard Thing About Hard Things for managing your psychology in hard times. Patel prefers distilling a few books over reading thousands. Patel enjoyed the Brad Pitt film F1, mentioning friendship with Zak Brown and support for McLaren.
For favorite product, Patel named ChatGPT, Gemini, and Claude, and also mentioned Grok's integration with Twitter. Patel made one of the conversation's most striking claims here: when they took the job running all product at Cisco, there was "zero chance" they could have done it without AI. Patel knew nothing about many of Cisco's domains and needed an accelerated education within about three months. Patel said they worked around the clock during that period but would have been "nowhere near as effective" without the tools.
Patel's motto is "stamina trumps intellect." Curiosity, hunger, and persistence can make you smart, since intellect is trainable, but hunger isn't teachable. Lenny observed that part of AI's effectiveness is that it keeps trying.
On working at Sizzler as a young person, Patel corrected the wage to $2.25 an hour plus tips and named the Malibu chicken as their favorite dish. Patel said they stuttered when they started. Needing to entertain customers to earn tips changed something, and the stutter went away. Patel cleaned toilets, washed dishes, and waited tables there, and said everyone should work in hospitality when young. Patel wishes their daughter had an interest in it.
Patel does public mentoring mainly on LinkedIn, and also on Twitter, because they no longer have time for one-on-one mentoring. Asked how listeners could be useful, Patel asked them to pay it forward. Patel told of meeting someone who, after reading Patel's post about not being stingy with words, now visits their parents in India every couple of months and tells them they love them. Patel said nothing could be more rewarding.
Survival of humanity depends on a successful AI. Birth rates are going down. If you have 60% of your population where you don't have enough people to take care of them, that could cause a lot of human suffering. When I got this new job, there is zero chance I would have been able to do it if AI wasn't there because I didn't know anything about so many domains that we were in.
A lot of companies are trying to adjust to this new world.
You have to know the difference between a mega trend and hype cycle. When there's a mega trend, don't fight it. AI is a mega trend, one of the most foundational movements that we have seen in human history.
To turn Cisco from an older, slower, more traditional enterprise to a very AI forward company. This is very difficult to do.
AI is moving so fast. One of the things I tell my team is fast forward 6 months from now. Get prepared for that world.
You manage 30,000 people.
Every management book that you read will tell you praise in public, criticize in private. I fundamentally disagree with that notion. What you have to do is establish enough trust among the team so that you are comfortable critiquing and debating in public.
What's something that you wish you'd known before taking on this role?
Stamina trumps intellect. It's very important to have smart people, but you can become smart if you have curiosity and hunger and staying power and persistence. You can't teach hunger.
Today my guest is Jeetu Patel, chief product officer and president at Cisco. Cisco is not a brand that mostly people think about when they think about AI, but not only are they a massive part of the AI infrastructure buildout that is happening right now all over the world. What Jeetu has achieved internally at Cisco in terms of transforming their culture and ways of working to be AI first is something that most big company leaders only dream about. Jeetu is also an incredible human with so much warmth and wisdom to share. I am very excited to be sharing his story. Don't forget to check out lennysproductpass.com for an incredible set of deals available exclusively to Lenny's newsletter subscribers. Let's get into it after a short word from our wonderful sponsors.
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Jeetu, thank you so much for being here and welcome to the podcast.
Lenny, I'm excited. Good to see you.
The timing of this conversation is so amazing. You're just coming off running the most insane assembling of AI thought leaders and tech leaders I've ever seen. Let me just read a few of the names that you guys had at the summit that just happened a couple days ago. You had Jensen, you had Sam, you had Marc Andreessen, you had Fei-Fei Li, you had the CEO of Intel, AWS, Mike Krieger, Kevin Weil. Like that's just like a third of the guests you guys had. I don't know how you did this. But it feels like you had this fire hose of information coming at you. You interviewed a lot of these people on stage. And so while it's fresh in your mind, I want to ask you, after doing this summit, after hearing from these folks, what's something that you've changed your mind about, or what's just like an insight that has been lodged in your head ever since doing the summit?
It was an amazing thing to pull off because we never thought we'd be able to do it, and we were really worried going into it thinking, well, we're trying to do fireside chats for 12 hours and there's a capacity of human absorption that we're trying to challenge. And so we tried to put a lot of breaks in there. We started at 9:00 a.m. and we ended at 9:00 p.m. and we had a couple hour break in the middle, but everyone stayed and everyone was engaged, and we could have gone until 11 and it would have been fine. And it's because the quality of the conversations and the caliber of the guests that were there made a world of a difference.
What was the takeaway from it? I'd say a few things. One is, you know, the capabilities overhang is real. I think there's more functionality. On one end there's kind of this paradox of progress. On one end, we are like, you know, we're solving all these amazing problems with science. On the other end, you talk to the enterprises, they're like, we're struggling with adoption. And I feel like there's help that's going to be needed within organizations. And the reason we pulled this thing together, the goal was: what is happening in the industry and how can we help customers make sure that they can make the most of it? Because we are in one of the most foundational movements that we have seen in human history, and we've got to make sure that we make the most of it. So that was one, is the capabilities overhang is real.
The second area is I'd say that it's harder when you go beyond some of the more obvious use cases. Like for example, coding is a very, very good use case that you know you're starting to get a lot of success in. I mean, we just had our first product that we think will be, in the next 2 weeks, 100% written with AI, right? I don't think that's as easy when you go into every other function of the business, and that was actually very apparent, that hey, this is going to require some nuance and understanding of how every business works.
And then the third one, which is a really interesting takeaway, and Marc Andreessen talked about this in your podcast a few days ago. In fact, when I talked to him, I actually started with your podcast because it was so interesting. And then we dug into it a little bit more, and then, you know, Kevin Scott was also talking about this. But this notion of the fact that birth rates are going down and we have a demographic shift that's happening in the world, and there's going to be more people that are in the older age bracket than the younger age bracket. And those older people are going to need folks to take care of them. And historically in society, that's actually always been the case. But we might be at a point where that might not be the case. And when that's not the case, you know, we worry about AI taking our jobs. I think that survival of humanity depends on a successful AI because at some point, if you have, you know, 60% of your population that's in a demographic where you don't have enough people to take care of them, that could cause a lot of human suffering. So I don't think people talk about this enough, and that's something that we have to take a moment and digest, that this is so important for our collective success moving forward.
Something I was going to say during my chat with Marc, when he talked about that AI is basically coming just in time to save us because there aren't going to be enough people to do the jobs. In my head I was thinking this is like another signal that we are in a simulation, that things are working out just right for us. What are the chances?
The older I get, the more I believe that we are actually in a simulation.
You know, the first time I heard that concept, I thought it was such an absurd concept. Now I'm like, you know, this might actually be happening. Never know.
Following this thread, a lot of companies are trying to adjust to this new world. You are doing an incredible job at actually doing this. We got connected through Kevin Weil, who is former CPO at OpenAI, now head of science at OpenAI. And the way he described it is the work that you have done to turn Cisco, the way he described it, from an older, slower, more traditional enterprise to a very AI forward company. How many employees do you guys have? You said 45,000.
We have 90,000 employees. 43,000 watched the stream.
So the big question for you is, it feels like it's really working, and this is very difficult to do at a company of that scale. A lot of leaders are trying to make it work. What are two or three things that you've done that you think have been most impactful and effective in helping Cisco lean into AI, not be scared of it, and actually, you know, embrace the future?
You know, innovation in my mind is a choice. So I always find it interesting when people say, well, you know, you're a large company, you can't innovate. You're a small company, you can innovate. It's like, no, it's just a choice. Every day you come into work and you can choose to be thinking about being creative or you can choose to not be creative. It's a binary choice you can make every hour, right? Every minute of every day. And so we made that choice that says Cisco is going to be not just an iconic company. And you know, Chuck Robbins, our CEO, says this very eloquently. He's like, I want Cisco not just to be an iconic company. I want Cisco to also be an iconic and innovative company. And so we've got to make sure that we are actually innovating with the set of constraints that we are dealt with. You know, every company has their own set of constraints and we have our own set of constraints, and we have to make sure that given those constraints, we actually innovate really well.
Now, what are the two or three things that have happened that have really helped us out? One was being very clear on what is up for debate and what is not up for debate, because what can end up happening is you can always have a pocket veto in a large company where if you ask enough number of people, people say no. If you're a large company and you ask enough number of people, someone's going to say no, right? And so when you have conviction about something that's happening, that is going to be a bet that you need to place. You know, what most people think in large companies is large companies don't experiment. That is in fact not true. Large companies experiment a lot. What large companies don't do is when an experiment works, they don't go all in and double down. They try to keep hedging.
We didn't hedge on AI. We said we're going to go all in. That was number one. What that meant was we had to get people to understand that their personal success and the success of the company are very aligned in us getting dextrous with the use of AI. That means that if they feel like for some reason AI is going to take their job or AI is going to be negative for them, we had to reassure them that that was not the case. But the reverse was guaranteed to be the case: that if you didn't use AI, if you weren't going to be dextrous in whatever job function you're doing, then your job is probably not going to be that relevant over here in the long run. So that was the first thing that we did. I'm not a big fan of top-down hierarchy of going out and doing things. In fact, deep down inside I don't respect hierarchy as much. I feel like it can constrain you at times, but I wanted to make sure on this one we were very, very deliberate. The entire company is on the same page. We are an AI first company, right? And we were kind of working towards it even prior to ChatGPT, but ChatGPT became that seminal moment in November of '22 that we actually did that. So that was one.
Number two was we had to make sure that we defined what success looked like. The way that individual success was defined was everyone wanted to be a GM at Cisco. They wanted to own their own FFTM, be a general manager, because they felt like, in order for me to move up the ranks, I need to be a general manager, which means I need to have my own sales team. I need to have my own marketing team. I need to have my own product team. I need to have my own engineering team. I'm going to make sure I run my own silo. And if you're a $40 billion business in product revenues, 45 billion, whatever we were at the time, and then all of a sudden your goal is that you're going to just run a bunch of $40 million businesses and break it up into a series of $40 million businesses, that's actually not a good thing for the company. So the thing we did was we said we have to become not a holding company of 251 acquisitions and thousands of different products. We have to become a platform company, and the characteristic of the platform is you have to be tightly integrated, where the customer feels the same emotion no matter what product of ours they use, right? There's the same set of expectations that can be served. Reliability, trust, elegance and design. Solving a problem in the most efficient way. Those are the things we want to strive to do. But you don't have to buy everything all at once, because we also want to be realistic about the fact that not every customer only uses Cisco top to bottom. There's an ecosystem. So loosely coupled but tightly integrated. You don't have to buy everything all at once, but boy, when you do buy two things together, they work like magic. So that was the second big thing we did.
And then the third one we did was we said, let's make sure that we have a mental model shift in the company. And we did this about five, five and a half years ago when I first joined. This was a very deliberate decision, which was we cannot operate in a walled garden. We have to make sure that we operate in an open ecosystem, which means we have to be completely comfortable with having a competitor that we're going to partner with, and that's okay. You know, we don't have to think about this in a zero-sum manner where in order for me to win, someone has to lose. We can partner, because if a customer has made a choice of going with company A and company B, and we happen to be one of those two companies, we owe it to the customer to invest in their success in that other company, because if the customer succeeds, that success has a flowthrough rate to you that's going to be pretty high. And so that's what we did, and I think those principles of building great products, but making sure that it operates like a platform, and having an open ecosystem, I think have been kind of central. And then not being confused about the fact that we'll be AI first from the top down.
I want to take a tangent and make sure
people understand what Cisco even does these days. I think as a lay person, you'll think about Cisco and you're like, "Okay, they Webex." Yes. They make maybe some routers. You guys are key to this massive AI infrastructure buildout that's happening right now. You're a major player in this. I don't think people realize this, people listening to this podcast. Give us just like a quick glimpse into how Cisco fits into this massive buildout and just like what is Cisco these days?
Cisco is a critical infrastructure company for the AI era. What does that mean? If you think about where the constraints are right now. If you think that AI is going to be one of the biggest movements and then you ask yourself the question, what could hold AI back, there's three things where we feel like we can have a direct impact that can hold AI back. Number one is there's an infrastructure constraint. There's just not enough power, compute, and network bandwidth in the world to go out and satiate the needs of AI.
Number two is there's a trust deficit. If people don't trust these systems, they're not going to use them. And right now there's a lot of mistrust in these systems. You know, hallucination is a feature when you're writing poetry, but when you're trying to go out and run predictable systems, hallucination can be a bad thing. And these models are unpredictable. They're non-deterministic. And so they have to make sure that they have safety and security kind of factored into them.
And then the third area is a data gap. Like so far we've trained these models with human generated data publicly available on the internet, but we are running out of human generated data publicly available on the internet to train the models, and every company is going to differentiate based on their own proprietary enterprise data being used to train the models, synthetic data, and machine data, which is where the most amount of growth is. And the third category of machine data we can play a massive role in at Cisco.
So what does Cisco do then? If you think about a GPU, which is what everyone now has is very clear because of the great job that Jensen has done, that here is what a GPU's core contribution is to AI. If these GPUs aren't together, you don't have AI. Because it used to be that you could train a model on a single GPU, but then what happened was the model got too big to be put on a single GPU. So then you had a server with eight GPUs that got connected together. So you could train a model with eight GPUs. But then that wasn't good enough. So then what happened was you said I'm going to have a rack of servers that I'm going to network together. That at some point wasn't big enough. And so then they said, I'm going to have a cluster of racks that are connected together. And those that connected together is the operative word. That's what we end up doing is Nvidia makes the GPUs and we connect those GPUs together. AMD makes the GPUs, we connect them together.
Now what's happened, Lenny, is you have these data centers that might be hundreds of kilometers apart that need to operate like one coherent cluster, which means that they're completely in sync. Every GPU is in sync with each other when you're doing a training run. And that requires a very sophisticated set of technologies that we build to make sure that you could have two data centers 800 km apart, but boy, they run like completely in sync with each other. And that's what Cisco does. We provide the networking, we provide the optics technology, we provide the safety and security technology, we provide the observability, we provide the data platform. All of those things together for making sure that we provide critical infrastructure for the AI era.
So being on the inside of this massive investment that is happening across the world, what do you think isn't being priced in into where things are heading, into how much life will change, or just like the scale of this buildout?
Years ago, I'd had a chance to meet with Ray Kurzweil. He was chief scientist at Google for a while and I think he still is, and he had talked about, he was writing this book called Live Long Enough to Live Forever. And so I was talking to him. I'm like, what is the impact to human population if all of a sudden you can have 15 generations living simultaneously because we have an indefinite span of life? Cuz now all of a sudden, everything has to change. Like how does housing work? How does agriculture work? How does transportation work? Like everything changes. And he looked at me and he had the most profound answer. And he said, you know, most people can't think exponentially because they always think exponentially maybe on a single dimension. But what ends up happening in these things is you have to keep in mind that exponentiality happens across multiple dimensions all at once. If you do have an indefinite span of life, you have to assume that humans are creative enough that they're going to find a way to have a 3-day crop cycle and they probably will have 5,000 story skyscrapers and there will be a bunch of things in society that we have assumed are not solvable that will now be solvable.
So when you go back to your question and say what changes in this entire equation that has not been factored in, well, I think today AI is looked at largely as a productivity tool and an aggregation mechanism. I have data all over and I'm going to be able to make sure that language can be used to compose the data in a way that I can give you, Lenny, the answer to the question that you're looking for. That I think is like the 0.00001% of the tip of the iceberg, right? The reality is we will have original insights generated that don't exist in the human corpus of knowledge, and we will have the physical world get augmented to language, where capacity is augmented to humans. And what we have to be careful of is that that capacity is working on behalf of humans. But if that capacity is augmented to humans, you can now do things that you really care to do and not do things that you don't care to do.
And so like our biggest realization that we had when we were using Codex, for example, when we were writing code with OpenAI's kind of model and development tool, was the first three months we were screwing around with this, and then there was this light bulb that went off. In fact, there was a forward deployed engineer from OpenAI that told us about this. She's, hey, stop trying to think of this as a tool. Think of this as a teammate that got added to your team and your framing will change and the way in which you actually use the technology will change. And that essentially, if you compound that to how society operates, that's going to be pretty profound as an implication.
While keeping in mind that these safety and security risks are non-trivial and they're real and you can't be completely flippant about them, because how an AI identifies its own success and its own ambition will really matter, and we have to make sure that we actually keep guardrails around that because it is in service of humans. It is not to go out and build a society by itself. And I do think that those are important kind of checks, that you have checks and balances you have to keep in mind.
But the thing that people sometimes miss out in this very polarized narrative, which is we are either going to have nothing to do in society or this is going to be completely useless as a piece of technology. I think that's not a helpful narrative. In fact, what is helpful is saying as we reconstruct society for the next phase, how can we make sure that life gets infinitely better? How can we make sure that diseases get solved? How can we make sure that poverty gets eradicated? How can we make sure that how people learn and find excitement and joy out of life gets compounded meaningfully? If that happens, I think there's goodness that comes out of this.
A line that I often think about is Elon has had this thought that the best case scenario with AI, because he was a very like AI doomer for a long time, and I think the reason he got leaned into AI is like I need to help steer this in a direction that isn't going to harm the world. The way he described it is the best case scenario for humanity is where the house cat, where it's just like, okay, nice, just keep sitting here with me and I'll take care of you.
But by the way, the things that he is doing right now are nothing short of extraordinary. And for all the critique that one can have, like the level of kind of deep thinking that's going on with his company, it's just crazy.
So as you've been thinking about where things are heading, I've been liking to ask this question for people with kids. Is there anything you're kind of shifting in how you raise your daughter, keeping in mind where things are heading, and like are there skills you're trying to instill in her, values you're trying to instill in her that will help her thrive in this future?
We made a choice and I didn't know how that choice was going to go. That was actually not even an active choice. It was a passive choice. Frankly, it even might have been slightly intellectually lazy in the way that we did it, but it actually worked out pretty well, in the sense that we didn't really deprive her of the use of technology. Like, there's a school of thought that says keep technology away from the kids for a while. We didn't do that. And frankly, I didn't know how it was going to work out because there are things about the way that the generation is, and by the way, all of us, not just the new generation, but this kind of constantly being glued to your phone all the time and not being able to actually put that down and have a conversation. I think it's an important skill in humans to have and preserve over time. And in fact, as AI does more for us, we should be able to have more of this time where I don't have to worry about every notification that's coming on my phone every minute of the day, because maybe I can be more present in the moment that I'm in.
She just turned 15 and the night before she was turning 15, what I realized is she is so emotionally mature. We were sitting down one night and she's like, "Hey, Dad, just so you know, I feel really good right now about having a very strong value system." I'm like, "Oh, okay. What does that mean? Say more." And she's like, "Well, can you name five things that you feel so convicted about that if the entire world disagreed with you," this is the day before she's turning 15, okay, "the entire world disagreed with you, you would still feel like you were right on that and that would not waver you?" She's like, I have a certain core set of things that I believe in where I am completely confident that if everyone disagreed with me, I'm still good.
Now, by the way, I have to kind of coach her on the, hey, when you get new data, be open-minded to changing your mind. But it was actually a very interesting dynamic, which is, if we can have them be exposed to technology but have the right value system, you might actually have the best of both worlds. And the day ain't over yet. She's 15. There's a lot of chances for her getting influenced by external factors and all of that. But what you have to do is make sure that you instill the right values, but then also expose them to the reality of what the world is today, and not completely insulate them from that.
And so the way that it worked out, it did end up working well. And we were lucky, for no credit to us, she was able to use technology to get her EQ higher and higher, and we were lucky on that front, and we know it can go sideways the other way too. But I do feel like right now, at least for my one daughter, what we try to do is get her exposed to the technology, but make sure that we focus a lot more on the values that we need to have that govern us on a day-to-day basis. Kindness, not being arrogant, hard work, work ethic, those things matter. And I think those are timeless in my mind. I don't think those change, because, you know, take risks, be creative, that kind of stuff.
Jeetu, these are parenting goals as I hear this. I have a two and a half-year-old. It sounds like you've done an amazing job raising your daughter.
I would take zero credit for it. I think she deserves a lot of credit for growing up to be who she's become.
And her mother.
Got to shout out mom.
What's interesting is that I know Anthropic is really big on this idea of values and just like how you operate. Anthropic has this constitution they released of essentially the values of Claude, and it's so interesting how much similarity there is between how to raise a great person and how to steer an AI correctly.
That's right. And by the way, some of your beliefs and your system around you might change, but values tend to be pretty long-lasting, and culture in a company tends to be pretty long-lasting. Ben Horowitz talks about this very eloquently: the culture is just a set of norms that a company, actually, it's not a set of beliefs, it's a set of behaviors that you exude within the company. And it's actually very, very true, because when things aren't going right, how do people behave to go solve problems and come together? And that actually forms your cultural norms. And I think with those cultural norms, it's very important to be intentional about it. And as you have more automation in the... being intentional not just with humans but also with machines on what you want to do to create the guardrails, I think, is pretty important.
I'm going to take us in a different direction. I talked to Aaron Levie, your former boss and your dear friend.
Yeah.
And friend. So I asked him just what should I ask you about? What's something that he learned from you that has stuck with him ever since working with you? And he shared this concept of the right to win, which he says has informed the way he thinks about strategy ever since. Talk about what this is and how folks might use this when they're thinking about product strategy, company strategy.
One of the things that we would always talk about is, in the areas that we're going to participate, do we have permission to play? Every company has to make sure that the way in which they provide points of insertion and logical entry into a market is a lot of times dependent on: do you have the permission to play in that market? Do you have an avenue to have a route to market to be able to take that product? Just by building a product that is amazing in some area, you don't end up actually getting it to mass scale distribution.
And so one of the things that we would always do is ask ourselves the question, we're building this new category or we're building this new capability. Is it going to be logical for people that Box built it versus another company building it? Is it going to be logical for people that Cisco built it versus another company building it? So that's this notion of permission to play, the right to win. Do we have a right to win in that area because we have permission to play? And do we have the route to market to be able to take that product and get it to mass scale distribution? And if you can do those things right, then actually your dollars that you expend on building product actually have an outsized return. If not, then you can actually end up spending a lot of money on product where the product people think, ah, these sales guys don't get it, they don't know how to sell it, especially in enterprise software, and the sales people think these product guys don't get it, they don't know how to build it. And so I think in order to stop that, what you have to do is you have to actually use your scale as an advantage and you have to use the areas where you've got the ability to have permission to play, where people feel like this is very logical
for a company like Cisco. Like when we say we're going to network the GPUs and make sure that we actually have a trusted system in AI, that is not far-fetched for someone to go out and think about because it's a very natural thing for us to do, because for the past 40 years, we've been doing it for the rest of the infrastructure that was not AI. And so that's not a far cry to say, "Okay, we'll now do it for AI." And I think that was an area that Aaron and I spent a fair... and by the way, you know, I'm glad that he took that out of me.
There's so much I've learned from him. The biggest area I've learned from him is you never give up, and persistence beats intellect and stamina beats intellect any day of the week, twice on Sunday. And that guy is as smart as they come. But that's not the biggest reason he's successful. The biggest reason he's successful is he has an enormous amount of staying power in the game. You know, going back to my daughter's comment of no matter what everyone else says, his convictions and belief, he will actually stick by them and actually get through the hardest times.
I totally believe that. I feel like I'm not the smartest person in the room usually, and I succeed in large part because I just work really hard.
You're pretty smart though. Like I've been watching your podcast for a while. Like you've done a pretty amazing job.
I appreciate it. So, in this permission to win concept, the reason I think it's so important is it's so easy to build stuff now. Everyone's just building, building, building, launching, launching, launching, launching. It feels like this is an increasingly important lever: why will we win in this space? I'm curious if there's an example you can share either from Box or Cisco where it's just like, okay, we're going to do this because we have the permission to play here.
I agree with you in the sense that if generating code is something that becomes abundant, that doesn't mean you're going to have better technology just because you can generate a lot of code. You still need human judgment. You still need a level of intuition on what problems are the right ones to solve. You still... and yes, AI can help you with all of that, but it's not something that... like, that's where humans have a superpower. They have instinct and they can actually make sure that they can, you know, fulfill out a vision that says this is what I think this could be in the fullness of time. And so that I think is pretty important. So the easier it gets for us to get the bottlenecks out to generate code, the harder it gets for us to make sure that there's not AI slop in the market and that we actually are very selective on what are the things that are going to be the most important things that solve the most important problems moving forward.
An example of permission to play is, I mean, there's so many ideas at a company the size of Cisco. We have constantly new ideas that keep coming up, you know, and then in those new ideas that keep coming up, people will always say, oh my goodness, this company is doing so well, we should just go into that market, or we should just go into this market. And 90% of the times, 99% of the times, I find myself saying no. And the reason for that is you have to be extremely selective of where you expend your calories. And that caloric expenditure is where, you know, if you expend your calories in a very focused way, the results you'll get from that focus area tend to be outsized and disproportionate. If you dissipate that caloric burn across a multitude of different areas, nothing gets enough girth to be able to go out and drive it all the way through.
And so, like, you know, why are we not in business-to-consumer tech at Cisco, right? Like, why are we not going out and building things that are very, very B2C? Because I don't think we have a distribution channel that actually is within our DNA. I don't think that we've got permission to play there. That's an area where it would be extremely hard for people to grow that Cisco should be the one who's participating in that. Now, can we do it? Of course, we can do it. Is that where we want to go? Or do we want to go where there's so much opportunity in the areas where we can actually prosecute with the ability to, you know, operate from a position of strength, that you'll just get a much better return for the dollar that you invest?
You mentioned Aaron as a CEO that you learned a lot from. I'm curious what other CEOs you've learned a lot from and what's something you learned from them.
Chuck Robbins is one of my favorite humans, and not just because I work for him. I work for him because he's one of my favorite humans. And what I've learned from him, he had this kind of great line. There was this, you know, piece of press that... our media is very sensationalist by definition, right? Like they will try to create a very polarized view about the world where there actually isn't one. In most things in my life, things are not as extreme as you hear in the headlines of the media, you know, it's somewhere in the middle, right?
And there was one time that there was this article that ran, and it was about, like, you know, giving me an unnecessary amount of credit and frankly not giving Chuck as much credit about something that he has actually done. Like a lot of the movements that we've had internally wouldn't have happened if he had not hired me and given me agency to go do the things that I needed to get done, and he was very much completely in sync with me on what needed to happen.
And so, you know, when I saw this article, I had no idea about the report. I reached out. I'm like, "Hey, I just want to let you know this was not me saying it, it's someone." He goes, "Don't worry about it, man. What I've learned in life is if you don't care about who gets the credit, you just go a lot farther in life." And it's so profound, right, in so many ways, that he's just way too confident to let anything... And so the thing I've learned from Chuck is the importance of confidence and the importance of knowing what you're good at and what you're not good at. And when you're not good, you're going to assemble a team of people around you. He's just masterful at that. And it happens.
By the way, he's the CEO of Cisco, in case people...
That's right. He's the CEO of Cisco. He's the chair of the Business Roundtable. He's a very dear friend of mine, and I feel like there's a lot to learn from that kind of mental model and mindset.
And I've been lucky enough, Lenny, that, and this is just dumb luck, the people that I've worked with and for are all very, very close to me, and I just don't let them go from my life. And so one of the things, for example, is I worked with Aaron, and then when I was leaving it was very emotional, but I wanted to do something different. But we committed to each other that we're going to have dinner every 6 weeks. And Aaron and there's another co-founder, Jeff Queisser, and I, the three of us, every 6 weeks in Palo Alto, we have dinner, you know, and it's one of the most special things that I still do, and it's a tradition now. It's been going on for 6 years, and I love it, you know.
You look at someone like Chuck, we have... I start my day with talking to him in the morning. We text each other, and then I end the day talking to him in the evening, and we probably touch base at least four or five times a day. They're not long conversations at all points in time, but we're constantly in contact with each other. And I feel like that only happens when you've established enough trust. There's my first boss when I moved to California, this guy named Rick Devenuti. And then there's another guy named Jeremy Burton. You know, Rick Devenuti is still my coach. I see him every two weeks. Jeremy is someone that's a very dear friend of mine, and we're neighbors, and we moved and bought a place next to his just so that we could be close to him. And these are like special people in your life that have enriched your life in very different ways that I think you just have to make sure that you treasure.
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So, you're currently CPO at Cisco. I think the team under you is, is it 25,000 people? Is that the right number?
About 30,000, but...
30,000 people. Okay.
Yeah.
What's something that you wish you'd known before taking on this role?
I don't know if it was... I mean, I instinctively kind of knew it, but it was very, very accentuated at Cisco, because when, like, you know, when people say, oh, is scale hard? And my perspective has always been that the absence of scale is way harder than scale. What do I mean by that? Like if I have a startup with three people and we need to prosecute another idea, and that idea requires, you know, five people working on it, I have to go raise money, right? Or I have to pivot my entire business. If you have 30,000 people and you have an idea that requires five people, you just figure out a way that you allocate the dollars internally and say, let's go prosecute this idea. So in my mind, I always felt like absence of scale was way harder than the presence of scale, and operating within scale seemed like it was like, yeah, you have more opportunity to do it.
What I found over the years, not just at Cisco, but even when I... because I ran a small startup in Chicago for like 17 years before I moved over to the Valley, what I found in the large companies is the communication framework and the lossiness of communication, the telephone game, so to say, has a profoundly negative effect if you're not intentional about it and if you're not careful of it.
And there was this board member that we had. There's a couple board members. You know, our lead director, Michael Capellas, is amazing. There's this other board member, you know, Kevin, is amazing. And then there's this one board member, Wes Bush, who recently, you know, rolled off, but he used to be on our board. And when I got this job, he pulled me aside. He's like, "Jeetu, I'm going to tell you something. I'm going to give you some advice, and take it or leave it, but I think it's going to be important for you to keep it in mind." I'm like, "What's that?" And he goes,
"Whatever you do, don't think about your story of the company as a marketing exercise. Think about it as the most intrinsic, foundational exercise of the company, and always be the custodian of the message. Don't delegate that to someone else to give it, because if you have three, four, five, six, seven layers between you and the person who's actually doing the job in the front line, what you don't want to do is play the telephone game and assume that people will just cascade it when you go to your team and then say, 'Okay, that team will cascade to the next team, cascade to the next team, cascade to the next team.' Every one of them will add a flavor, well-intentioned, and then by the time it gets to the end, people won't know what it is. So, always own telling the story."
And I'm like, that seems like it's a lot, because, like, we have a very broad portfolio. We do all of these events. It's, you know, like I'm going to have to stand on stage for 90 minutes and just talk about... He's like, "Please do that. Make sure you don't..." And initially, the hidden benefit that came out of it that I did not realize is it massively, Lenny, simplified our business. And you know why? Because we have such a broad business with so many different industries, it's impossible for someone to be a deep expert in every single one of them across the board. Like there's just way too much surface area. But the things that we want to convey to the market, that the market should take away from us, if that story is not something that I understand well enough to be able to convey it, how do I first expect 20,000 of my sellers to be able to go tell it to the market? And how do I expect my customers to be able to digest that story? There's zero chance that would happen, right?
And so that was my kind of big takeaway from this, which is don't delegate the storytelling. And the storytelling is not a marketing exercise after you built the product. The story is why you build the product, to make the story come real. And so make sure that the story is there first, and then that story has evidence and proof based on the products that you're building.
I had a conversation with Matt MacInnis, who's COO, now CPO at Rippling, and a similar piece of advice, which I think is also, it's like an adjacent advice, which is the intensity of an idea or a plan drops at every level that it goes from CEO to the next layer and layer, and your job as a leader is to maintain that intensity, not to buffer it from the employees, but to maintain exactly the same intensity. And it feels like that's in addition to also just keep the story the same, like don't filter it, don't change it. Although your advice is even different, just like you actually go to the team working on it and tell the story yourself, don't even...
I want to make sure that they hear it from me directly so that there's no lossiness. You know, like we have this concept in networking called packet loss. When you, you know, actually send packets over a wire and you have a loss of packets, then actually there's loss of data. Like you don't want to have packet loss in your storytelling from you to the person on the front line, because...
It's a direct Ethernet Cat 5 connection.
This is a direct connection, and, you know, there's no packet loss on this one. Like you got to make sure it gets to the intended audience. And I think the reason for that is as companies get large, they can lose touch with the front lines. Like everyone gets really good with the math of the business, but they don't really always preserve the soul of the business. And there's a lossiness that happens because, you know, if you have seven, eight layers between you and the front line, even the message that's coming back to you from them is actually getting lossy. And so what you have to do is just preserve... and I think what was said earlier about the intensity is the same way, which is you got to preserve the intensity, you got to preserve the sanctity of the message, and you got to preserve the clarity of the message so that everyone is clear on the direction we're going down. And if you can stay clear and stay motivated about that direction and make sure that everyone's on the same page on what needs to be done to execute, you will have success. If not, you will actually have guaranteed failure.
How do you actually operationalize this without just being overloaded with work and constantly having to, you know, meet with every team and remind them of the story?
The first thing I feel is you have to have very clear thinking, because the clarity of thought is what brings clarity of communication. So you have to spend the time with your team in sweating the details on what it is
that you want to do and why you want to do it. The context of why is so lost, and constantly reminding people why it's important and having the least amount of asymmetry between the topmost layer in the organization and the bottommost layer is super. Now, by the way, I'm a Section 16 officer. There are certain things that, for example, you're in a quiet period, you can't go talk about to someone else during that time period, but that's not allowed. However, the most amount of context that you can provide them in the way that you can, because you're allowed to, the better off you are. And always treat people like adults.
What I found is oftentimes when you go into corporate environments, people start becoming very sterile in the facts that they provide. And sometimes it's okay to just say, "Hey, we screwed up here. This was really bad." It's not meant to... One of the things that I found to be very counterintuitive, because every management book that you read will tell you otherwise. What do they say? Praise in public and criticize in private.
I fundamentally disagree with that notion. I think what you have to do is establish enough trust among the team so that you are comfortable critiquing and debating in public. But when you're in private, take that moment to build the trust. Because if you build that trust and you tell them that you've got their back and you create a level of safety there, in public you don't want to be in a mode of posturing. You want to be in a mode of problem solving. When you're just giving people perfunctory compliments all the time and everything is just hunky-dory, rose-colored glasses, great, all your dashboards look green, but you're growing the business at like 1.5%, there's an asymmetry there. Something's broken. It's like, what do we need to do over here?
And so what I tend to do is use the exact opposite approach. I tend to be very, very direct in public. Be respectful, but be direct in public. This is not working. Let me tell you why it's not working. We got to face the facts. And then be very, very clear with people that you got their back in private. And don't be stingy with words on that front. Because I feel like there are times when people are very stingy with words with people in private. You can't be stingy with words over there. And don't be stingy with critique in public, because I think people need to make sure that we're solving problems together. And if we don't know the play that we're executing, if we don't know the things that we're going to need to do, then I'm not really certain if you're making collective progress. And I think it's not going to be fulfilling to either you or the recipient at some point. And those compliments will feel hollow because you didn't mean them, because you were trying to put it in between, like Ben Horowitz says in The Hard Thing About Hard Things, you have a sandwich. You say something really nice to someone, then you say something that's not really nice, and then you put... No, just treat people like adults. Tell them the facts.
Watch your tone. I still have to work on that. There are times when I get very passionate, people think like... But watch your tone and make sure that you debate. Conflict is a necessary condition of business, but the only way that you can have productive conflict is if you've established trust, and the only way that you can establish trust is by making sure that you spend the time to establish the trust. So spend the time to establish the trust, but then focus on the best idea winning and actually having the debate.
Is there maybe one more lesson that you learned from this, or I guess something you wish you'd known before getting into this role? Is there anything else that comes to mind?
I was an apps guy. I operated in the apps layer. I worked at Box, and even when I was at EMC, I was building apps that you build for the end user. Infrastructure is a different game. And the thing that I learned about infrastructure is you don't always get the glory, but you always get the blame.
Perfect.
And you have to be comfortable with the fact that you are working in a way that other people get the glory. Great infrastructure companies, the application companies get the glory when they're running on that infrastructure. And so you have to be hardwired in infrastructure to orient on your ecosystem success, not just your own success. And that is probably one of the lessons that I learned at Cisco in a very stark way, which I didn't fully appreciate until I got into the details of the infrastructure, going, wow, if this thing doesn't work... every single time our infrastructure doesn't work...
This morning I was with a medical institution, I was with a healthcare company this morning, and they were telling me... They were very complimentary. They were thanking us on the partnership. I asked them, "Why are you doubling down with us?" And they're like, "Because when the infrastructure doesn't work, people die. Someone doesn't get dialysis. Someone doesn't get a surgery done. And we need to make sure that we're working with someone where the infrastructure is working."
And so I feel like at that point in time, you can't be navel-gazing too much about look how cool you are because you did something. You have to just make sure that you're really immediately shifting your focus to what does the customer do and what does the ecosystem do with your infrastructure so that the outcome is achieved, and you have to get very outcome-oriented. And I feel like that was something that I always intellectually knew, but I didn't fully realize until I came here how important of a mindset shift that is. You are not talking about yourself. You're talking about the system just working. No one will come and tell you, "Hey, Jeetu, thank you so much. My network worked today." Right? But the moment it doesn't work, they're going to call you and say, "You know what? My network's not working and my people can't work and patients are dying in the hospital." And I think you just have to be comfortable with that.
It's so interesting how this lesson connects so directly to the lesson you learned from Chuck, the CEO of Cisco, which is don't expect the praise and the credit. You need to be comfortable with other people getting credit for your work.
That's right. And by the way, it's not surprising given that he spent like, I don't know, 26, 28 years over here. He's conditioned with the fact that he's focused on other people succeeding from it.
From your work, you know.
It feels like there's so many metaphors and corollaries to networking as a way to think about leadership and living life.
It really is.
Oh man, I bet you guys have all kinds of examples.
It's a good exercise to actually go through and create the corollary of parallelism between life and networks.
I'm thinking about just like how many friends, like Dunbar's number, like how many nodes can you have in a network before it starts to slow down?
Yeah.
Maybe 150. Oh man. Okay. Anyway, I like that your mind's spinning.
I'm thinking like how many can you have? I think more than 150 for sure.
I hope so. I also was thinking about Intel. The whole Intel Inside move was such a clever way to break through that, where no one knew Intel, so they're just like, slap a sticker, Intel Inside.
And by the way, Lip-Bu is a very dear friend. Pat Gelsinger used to be my mentor at EMC. And so both those people have had such a profound contribution to that industry in general. When you start thinking about them, they are very much in that mode.
I could see how you pulled together this insane collection of humans. It just feels like you're just friends with everybody.
I feel like life's too short not to be, and I'm only friends with people that I feel are good human beings. What I try not to do is, I try to minimize my time, no matter how successful they are, with people whose energy I don't vibe with, because I think life's too short. And in my mind, one of the most off-putting things is... look, all of us have a healthy ego. There are times when ego gets manifested with insecurity. And you have to make sure that you're at least self-aware enough to know when your ego is starting to take over your behavior in a way that's counterproductive. And all of those things are super important. But what I think is extremely important is that life is just fun to live when you love the people you are around.
Can I digress for a second on this one story? So I'll tell you the story.
So my mother passed away two and a half years ago, but she was extremely sick in the hospital for like 8 weeks before she passed away. And I was very close to my mom. She was my everything. And I was an only child. I grew up with a rough childhood. My dad was a high-stakes kind of con man, like Bernie Madoff. I didn't want to be any part of that. So I had actually left India, come over here, hadn't seen him. And he was very abusive to my mom. There was a bunch of that that had happened. And so we had a very difficult early childhood life for me. And she and I had bonded during that time at a very deep level.
And so when she came to America, she always wanted to have her own place, but she lived very close by and she was very dependent on me, emotionally and in every way. And so I had almost become a parent to her. And in the last 8 weeks, things flipped and she became a parent again. And so we were getting to the point where she was ending her journey.
And I was sitting at like 1:00 in the morning at the bedside by her in the hospital. I was living in the hospital at the time, and she was sleeping, and I was just crying profusely. And she wakes up, and she knows why I'm crying, because she's going to be gone soon. And she looks at me, Lenny, and she's all perplexed, and she's like, "I had no idea that you loved me so much."
Now, by the way, this is the most abnormal thing for me to hear, because I'm like, "What are you talking about, Mom? You're one of the most important people in my life." Everything that I did was to make sure that my mom was okay. Why did it feel that way to her? Because she didn't know how I was thinking. And that notion of people don't know what's going on in your mind is so important that my biggest lesson from that was don't be stingy with words. 'Cause even my mother, who knows me inside and out, didn't know how much I loved her. There's no chance that people in the business world are going to know how you feel if you're not explicit with them. And so I'm actually very clear with people when I find them rewarding. I let them know how much they mean, because I genuinely find a lot of energy coming out of that. And the circle of friends just keeps getting bigger and bigger and bigger. And I found that to be a super rewarding thing in life. And you're right, most of the people that were at the AI Summit are dear friends. And isn't that just a better way to live life?
I think we've uncovered one of the secrets of your success, which is just tell people how you feel and help them see that you appreciate them. Make it clear that you appreciate them, that you value them, which a lot of people don't do. They just kind of assume they know that they like you.
And don't make it fake.
And don't make it fake. You know, if you don't love someone, don't tell them you love them. That's the other thing that I have.
It's so interesting. We just did a little interview kind of thing with my mother-in-law, meant for our son, just for him to have when he's older. They just interviewed her about her story and stuff, and they asked her at the end of it, "What's something you want Jude," which is his name, "to know, a lesson to learn from you?" And it's to just, if you love someone, tell them you love them as much as you can.
Yeah, it's so true. You're so intentional about the way in which you do these things. I should do that now that I think about it. Do a podcast for my daughter that's only for her when she gets older.
I'll send you this group. They do this. I think they're in the Bay Area, but it's incredible. It's like a whole documentary thing where they interview you, film all your life for a little bit, and then make a whole documentary from it.
Oh, really? Oh wow. I'd love that actually.
Yes. Oh man, they're gonna get a lot of business right now.
There you go.
Let me end with a question around just your journey. So today you lead product at a 90,000-person company. You manage 30,000 people. Like you said, you grew up in India, in Bombay, very far outside Silicon Valley. A lot of people hearing this today are kind of in a similar boat. They're way outside of the valley. Maybe they don't have a lot of obvious ways to break in, they don't have a lot of opportunity, and they see someone like you and that's their dream. What would your advice be to someone in that place right now?
The platform that you choose and the quality of problems that you pick to solve actually determine a lot of the path of success for you. And typically harder problems have a higher likelihood of success, because the harder problems are the ones that attract better people to that problem. And business is a team sport. And if you attract people to the problems that are hard and important enough to solve, then you get the best team. And when you get the best team, your odds of winning just go up exponentially. So most people think, I'm going to go out and pick an easy enough problem to solve. It's like, you don't get the best team attracted to you to start up a lemonade stand. Very important job, but that might not be the thing that actually gets the best team to come to you. But if you actually pick a hard enough problem to solve, you'll get the best team to come. So that's one.
Number two, I'd say that you can teach and learn a lot of things in life. I don't think you can learn hunger, but you can't teach hunger. So find what you're intrinsically hungry about and make sure that you try to pursue that area. And that's different from passion about something. In everything that you do in work, you have to just understand the formula that there's going to be 30% of the stuff that you do at work that you're just going to hate. And you have to get used to things that you hate that you have to do. But find something that you're really hungry about that makes you want to come in to work every day, because the mission is worth the expenditure of energy that you're putting into it.
And I'll leave you with a story. I hadn't gone to India in a long time. When I left India, I didn't go back. I left in '91 and I hadn't gone back in any kind of meaningful way until 2017, because of all the trauma and childhood. For whatever reason I hadn't gone back, but I took my daughter and we went to Agra to see the Taj Mahal, and there was this tour guide, his name was Raj, and this tour guide understood so much about the product that he was selling, which was the tour of the Taj Mahal. I don't know if he was making this up or not, but it sounded really good, and he seemed like he was kind of early on it. But when we were walking
back, there's all these people and he would just start talking to them and he'd bust out in different languages. He'd talk to someone in German, talk to someone in French, someone in Spanish, someone in Hindi, someone in, you know, and at some point in time in Mandarin, and at some point in time I kind of stop, "Dude, how many languages do you speak?" He's like, "Oh, I speak like, I don't know, 12 or 14 or some ridiculous number, but I try to learn a new language every year." I'm like, "Oh, why is that?" And he goes, "Well, I just want to honor the people that come here and not be presumptuous that they will speak in a language that I know. I want to speak in their language."
And I'm thinking to myself, I was at Box at the time, I'm like, "This guy is smarter than every person on the executive team and probably just as smart as every salesperson we have, but he's making $10 a day." And all of us are enjoying this amazing life. And it's because we have access to a platform and he doesn't.
So when people start confusing life, thinking that everything that I've earned is because of my amazing abilities, I always kind of question that because there's a lot of luck in this thing. But when luck does present itself, be extremely prepared to capitalize on it and make sure that you pick the platform that can actually give you that springboard, because platforms really matter. Like I had the platform and benefit of America, of education, of being in tech, of having great friends and mentors, and all of those things created compounding value, right? But I intentionally sought out those platforms.
Seek out the platform, be obsessed about being extremely prepared, and don't be intellectually lazy. Laziness is not a good trait. So do the preparation that's needed, and then just make sure that during that time period, if you build a community around you of people that are vested in your success, I think life is just a more fun way to live it rather than being the lone wolf that's going at it by themselves.
And that's why I always feel like making sure that you are expressive and communicative, and don't try to carry the entire world's burden on your shoulders, but actually share it with people with you. The people that you share it with actually appreciate that you're sharing it with them. And most people in the world love to help.
So ask for the help, but make sure that that help is not transactional. Don't just go to them when you need something. Actually try to add value first for a long enough amount of time. Not because at some point you might need something from them. Just hardwire yourself into adding value to others, and then eventually that value starts showing up, and it's just a better way to live life.
And I do feel like right now it's hard for kids getting into the workforce and all of that. So don't lose hope and stay persistent and have stamina, because these things go up and down, but if you kind of stick with it, the people that have the most amount of persistence, it's very seldom that they don't end up winning.
Something that comes to me as you share this advice. Arnold Schwarzenegger has this book that he put out, and I feel like the title of the book is the best piece of advice and the simplest way to describe how to be successful in life, which is "be useful."
That is so good.
Jeetu, this was incredible. Is there anything that we didn't cover that you wanted to share? Anything you want to leave listeners with before we get to our very exciting lightning round?
I think there's a framework that I use for great companies that might be worth kind of sharing with people. Yes, there's a six-part framework that I have, which is, you know, in descending order of importance, on how to build great companies. This is
Amazing.
You get it for free. You get what you pay for it. So take it with a grain of salt. But here's the way I think about it.
The most important thing is timing. The six things you need in a company: if you don't have all these six, you don't win. But they're stack-ranked in descending order of importance. But you have to have all six. Number one is timing. It's the most important. It's the thing that you control the least. And there's a lot of companies that have built amazing products, amazing services at the wrong time in the right market and not won, right? And so timing really matters. You don't control timing, but if you don't have timing, you don't win.
Number two is the market. You have to be able to go after a large enough market a chunk at a time. And if you're not able to go out and prosecute a market a chunk at a time, but make sure that that keeps getting bigger and bigger, it's very hard to win. So market tends to be the second most important thing in my mind after timing.
The third one then is team. You know, you have to have the right team. And the team does not mean just people liking each other. Team means that it is actually well-rounded. That means the things that you suck at, someone else is really good at, and you've both accepted that of each other. Like for example, I have a person that I never go to another job without, and she is my partner in crime, and the reason I have her is because she is so good at things that I'm not good at, you know. And so any job I've taken since I've been working with her, it's always a combined deal. Like if we don't have two offers, we don't go, right? And so team is really important. A well-rounded team where people understand how to complement each other.
And by the way, in the team, sometimes people say, "Well, isn't team more important than market?" No. If you have a great market, mediocre team, the market pulls you up. If you have a shitty market and a great team, the market drags you down. The market always wins. So, no. Timing, market, team.
Number four is product. I think product is the soul of a company. That's the place where people seek value. What are you delivering to me? What problem are you solving for me? It gets manifested through the delivery of a product. So you have to make sure that you build a great product. I actually think it's unethical to have a mediocre product sold in the market. So timing, market, team, product.
Number five is brand. I had a mentor one time, Mark Lewis, that told me, he said, "Jeetu, don't ever go to a company who's lost their brand mojo, because it's very hard to resurrect it back." If they have lost their product, you can fix the product, but do you think Caiase is coming back? No. Like, you know, once you lose your brand, once you lose the trust, people don't come back to you that much. So it's very hard to do.
And then number six is distribution. Just because you build it, they will not come. You have to make sure that you figure out a scaled mechanism of getting that offering to many, many people. And so timing trumps market, market trumps team, team trumps product, product trumps brand, brand trumps distribution. You don't have all six, you don't win.
What an amazing nugget to have at the end here. Just so I understand how you think about this, do you have like a template that you work through when you're thinking about a new business unit or a new product to launch? Is it like, is timing right? What market do we start with? How do you actually operationalize
That's actually exactly like that. I will ask myself the question: is this the right time for us to go out and double, triple, quadruple down? We might still be in experimentation mode, but do I need to double down on this right now? Because this might not manifest for another seven years, and then it's going to be too early.
And by the way, you have to know the difference between a mega trend and a hype cycle. When there's a mega trend, don't fight it. And don't succumb to the temptation of trying to go out and do vanity work for a hype cycle. And there's a big difference between the two. And I think having that judgment, the older you get, the better that judgment gets. It's just miles, but having that judgment is really important because you see a pattern recognition at some point.
I imagine AI, mega trend.
AI is a mega trend in my mind. And you know, there's a bunch of hype cycles we've had where I never particularly subscribed to them. And the easiest way for me to tell is the way it's described. Is it easy to understand what this could do in its ultimate form for most people, or do you need to have a PhD to understand what someone's saying? When you feel like you need a PhD to understand what someone's saying, chances are it ain't going to be a mega trend. Because by definition, a mega trend is going to impact a large population of the world, and if the thing is too complicated, chances are it's not going to have that level of outsized effect.
That's an awesome heuristic. I imagine you're thinking Web3 is a classic example.
Yes. Web3 was the one that I actually cite all the time. Like I couldn't understand what it did, and all these people were kind of like, "Oh, Web3, Web3." I'm like, I couldn't make heads or tails out of a use case. But with AI, it's like you go to ChatGPT, you ask it a question, you get an answer. Like, I get this, this is easy, you know.
So going back to your framework, just to kind of close the loop there, it's really interesting that timing is the first variable you look at. This could be an amazing idea, you got the right team, amazing product that works really well, but the timing may just not be right, and no matter how awesome it is, it's not going to work.
Steve Jobs put away the iPad because he thought that the iPhone was a better idea, and timing-wise he actually made exactly the right call. You know, the iPad became successful because of the iPhone's success. The reverse order might have not had the same effect, but he had to make sure that he focused on one thing, and he actually put the other aside. He said, "The timing is not right, but I'm going to get back to it." So, by the way, when timing is wrong, it doesn't mean that you scrap the idea. It just means that you might put it on ice for a bit.
There's a lot of that happening right now where people tried to do a thing and now AI actually makes it possible, and now they're like, "Oh, shit."
Yeah, it was way too early.
And the other thing you have to keep in mind is you have to also be good enough to know that when something is going to be ready in 6 months, you can't think about what it's doing today. Like AI is moving so fast right now. One of the things I tell my team is fast forward 6 months from now and anticipate what that's going to do, and get prepared for that world. Don't get prepared for the world of today thinking that you're not going to be able to get there, because in 6 months your assumption sets are going to be different. And please don't then bias yourself with the assumption sets you have right now to not move forward.
Like one of the worst things I think companies do sometimes is they put too much emphasis solely on experience. And I think experience is good, but experience can actually be meaningfully bad in some areas where you get too biased. And so you almost have to say that I have to have the ability to unlearn, and the combination of experience with complete inexperience is what creates the magic, because the inexperience allows you to ask questions that you might have never had with experience. And the combo of those two gives you the best of the pattern recognition plus the charting of new territory that's never been kind of walked on before.
Yeah, this is a trend I've been hearing on this podcast, that people worry about young people and people graduating out of college right now and jobs and AI, but they're the people that are most open-minded about what AI can do for them and how to harness AI, and not code in the way people have always coded. It's just like, okay, this is the way it works now.
Experience, Lenny, can jade us, right? And when people say, oh, entry-level people will never be hired again, I mean, that's the stupidest thing a company can do, because now what you've done is you have completely shut the door to new, fresh ideas. Like I cannot think today the way I thought when I was 19. There is just no way that I can do that. But what I can try to do is I can try to make sure I surround myself with enough amount of my time to get exposed to that thinking, and then couple it with what I know, and maybe have something better than what either of those two could have had by themselves.
Yes. Yeah.
Well, with that, Jeetu, we have reached our very exciting lightning round. I've got five questions for you. Are you ready?
All right.
First question. What are two or three books that you find yourself recommending most to other people?
The Bible in tech in my mind is The Innovator's Dilemma and The Innovator's Solution from Clayton Christensen. I think you have to read that book, and I'd recommend to people that they read it every few years. And then the other one that I love is Ben Horowitz's book, The Hard Thing About Hard Things. It really talks about how you manage your psychology when things get hard. I think those are the ones. I'm not a big believer that you keep reading thousands of books all the time, because to me retention really matters, and my brain's just not that big that I can retain that much. So I tend to distill the essence of a few things quite a bit more, and at least as I've gotten older, I've actually used that pattern more.
Favorite recent movie or TV show that you have really enjoyed?
I don't remember the name of it, but the Brad Pitt F1 movie that I saw, that was pretty cool.
Wait, it was a recent Brad Pitt movie.
Yeah. Yeah. The
Was it F1?
It was F1, I think. I think it was called F1, but it was pretty cool. Nominated for best. Zak Brown is a good friend of mine, and we're big supporters of McLaren, and so it was actually pretty cool to watch that movie.
Oh man, I bet there are so many stories I haven't tapped into. Okay. Favorite product you recently discovered that you really love.
I mean, it's cliché, but I feel like what ChatGPT, Gemini, and Claude have done, it's changed lives. It's changed my life and the way that I learn in some ridiculous ways. So I actually feel like when I got this new job to run all product for Cisco, there is zero chance I would have been able to do it if AI wasn't there, because I didn't know anything about so many domains that we were in, and I had to get an accelerated, you know, training course within a matter of 3 months. And I mean, I worked around the clock during that time, but I could have worked around the clock without the tooling and I would have been nowhere near as effective. So I feel like those three have done an amazing thing, and Grok even, like, you know, what you're seeing with Grok tied to Twitter is pretty amazing.
Wow, that's a profound statement. I've never heard that before from someone at your level, that you feel like you wouldn't have been able to do this job without AI.
It's your chance.
Especially for someone with the background in networking and hardware.
Yeah.
That is so interesting. It's amazing how at every level AI is helping, like at the most bottom end and also at your level.
Most people don't realize, like I fundamentally believe this is the reason that I'm able to enjoy some of the experiences I have. I was lucky enough that I'd made enough money before this job that that was not the thing that was actually holding us back. But the reason I'm able to experience some of the things that this job afforded me to experience would have not even been remotely possible without AI. Like no chance that would have happened.
Unreal. Okay, two more questions.
Yeah.
Do you have a favorite life motto that you often come back to in work or your own life? You already shared a couple, but is there anything else or you want to
double down on one you've already shared?
Stamina trumps intellect. I feel like it's very important to have smart people, but you can become smart if you have curiosity and hunger and staying power and persistence. And so I think that trait of learning to learn and constantly being hungry and having the stamina and persistence is far more important than the absolute measure of intellect that you might have, because that is very, very trainable and learnable over time and improvable over time. But hunger is very
it's not teachable is what I found.
I 100% agree with that. Interestingly, when you watch AI work, partly the reason it's so good is it just keeps trying. It's just like, "Okay, this didn't work. Let me keep going. What else can we just keep trying? Just give me half an hour. I'll figure this out." Okay. Last question. So, when you were younger, you worked at Sizzler Steakhouse making $4 an hour is what I read.
$2.25, not four. It was below minimum wage.
$2.25. But we got tips though. So that was nice.
Okay, I see. Did you have a favorite dish at Sizzler is my question.
Yes, they used to have this Malibu chicken dish. It was like magic, but it was probably, I don't know if people know this, and I know this is rapid fire, but I used to stutter when I started working at Sizzler. Sizzler is what allowed me to break out of my shell and not stutter because, you know, something changed in my brain. I'm like, I have to entertain people and if I don't, then they're not going to give me a good tip. And so the stuttering went away at Sizzler. And so, I have an immense debt of gratitude.
And I think everyone should work in hospitality for a while in their younger years. And I'm kind of sad that my daughter has no interest in doing that because I'm like, I wish she just worked as a waitress somewhere for a bit. And it's just so important to just, there's so many lessons on, you know, I cleaned toilets at the restaurant. I actually washed dishes. I actually waited on tables. And it was the best experience I had. It shaped me for what was to come in the most profound way.
Jeetu, you're just endlessly full of wisdom. Two final questions. Where can folks find you? Where do you want to point people to learn more about you, what you're up to? And how can listeners be useful to you?
Where you can find me is, a lot of people will ask, you know, the more success you encounter, the more people want to get mentored by you and learn from the experiences you've had. And I have run out of cycles to be able to do that on a one-on-one basis. So what I try to do is do a lot of that on LinkedIn and Twitter, but largely I do a lot of that on LinkedIn, and so find me on LinkedIn. I tend to be very open about not just the work stuff but the non-work stuff. So do that.
How can people be useful to me? Was that the question? What was the last question?
That is how can listeners be useful to you?
How can listeners be useful to me? I would say that if you got something out of this session, and if you get something out of whatever you learn from social media, just pay it forward and help the next person out a little bit more.
Yesterday I was at a talk and someone pulled me aside and said, "Hey, I saw your LinkedIn post about this. Don't be stingy with words. And since then I've been going to see my parents once every two months or so in India, and when I see them I tell them that I love them all the time." Like literally, what could be more rewarding to me than that? Like, you know, it was amazing that they were able to go out and have joy brought to their lives as a result of something they got inspired by, something that I learned in my life that's paid forward.
I'm excited to hear the stories that come out of this conversation. Jeetu, thank you so much for being here.
Thank you for having me. It was great.
Bye everyone. Thank you so much for listening. If you found this valuable, you can subscribe to the show on Apple Podcasts, Spotify, or your favorite podcast app. Also, please consider giving us a rating or leaving a review, as that really helps other listeners find the podcast. You can find all past episodes or learn more about the show at lennyspodcast.com. See you in the next episode.
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