relief because the death march was over. Looking back, I can be grateful for all the mistakes I made as a CEO and founder. Frankly, I was a terrible manager. As painful as it was, the experience of those years with LeaseExchange prepared me for success at Salesforce.com and with my current business, PebbleStorm. When I joined Salesforce.com, I checked my ego at the door and took the most junior sales role there, which paid a total of $50,000 per year (and with very little stock, like .0002%). I would like to say I almost didn’t go to Salesforce.com, but I was determined to join them no matter what. I went from being CEO of my own company, to answering the 1-800- sales line at Salesforce.com. (Has pride ever stopped you from doing something important for your happiness or future?) In fact, if you registered on Salesforce.com’s website in late 2002, it’s likely I was the person that called and emailed you to find out if you were a possible lead. I took the job because I strongly believed that before starting another company, I needed an MBA in building world-class sales organizations. I didn’t want to learn how to create random revenue; I wanted to create predictable revenue. And now, I know it’s even MORE important than I thought, which is why I ended up writing this book. So many CEOs and Sales VPs make mistakes in building sales teams, wasting millions of dollars and years of time. I ended up creating an entirely new sales process and inside sales team that helped Salesforce.com add $100 million in incremental recurring revenue over just a few short years. The team and process were sustainable, and is still going strong all these years later. It was my failures that helped me see why it was worth it to me to start at the very bottom again. Now I can be grateful for my failures. What are your biggest or most recent failures? What about them can you be