In this RedMonk conversation, JJ Tang, CEO of Rootly, chats with senior analyst Kelly Fitzpatrick about the evolving landscape of incident management, the significance of consistency over speed, and the impact of AI on business operations. Tang shares his career journey, from landing a job at IBM (involving cold emailing the CEO) to building incident management tools at Instacart, to starting Rootly with cofounder Quentin Rousseau. He focuses on the importance of technical skills, networking, and understanding customer needs. Tang also reflects on the challenges of running a startup during economic shifts and offers valuable advice for aspiring entrepreneurs.
Links
- Linked In: JJ Tang
- Rootly
- Forbes 30 under 30 (Enterprise Tech)
- Humans of Reliability
Transcript
Kelly Fitzpatrick (00:12)
Hello and welcome, this is Kelly Fitzpatrick with RedMonk and with me today is JJ Tang, CEO and founder of Rootly. He is also listed in Forbes 2024 30 under 30 for enterprise technology. JJ, thank you for joining me on the MonkCast.
JJ Tang (00:28)
Thank you so much for having me. I’m so excited to kick off the year by talking to you.
Kelly Fitzpatrick (00:33)
I know this is my first podcast episode of the year. So thank you for being my first podcast guest of 2025.
JJ Tang (00:40)
Hopefully I don’t disappoint.
Kelly Fitzpatrick (00:41)
No, there’s no way you can disappoint. But to start things off, for people who don’t already know about you, can you tell us a bit about who you are and what you do?
JJ Tang (00:49)
Totally. My name is JJ. I’m the co-founder and CEO at Rootly. We build a on-call incident management platform that’s used by companies like Replit and Clay, but also enterprises like Figma, NVIDIA, and LinkedIn. We’ve been doing it for a couple of years now, and it’s been a very exciting space to be in. I feel like I’ve seen every incident on the face of this earth. We also work with incredibly unique. Companies like maximum security prisons in the US, we work with Burger King, we work with 911 call centers in Norway and Sweden. So we cover the whole gamut. Very excited, been a long time fan of RedMonk and the podcast too.
Kelly Fitzpatrick (01:31)
Oh, well, thank you for that. And you do have a very, I think, impressive customer list, especially when you see something like, when you’re talking to our audience, and we have a lot of developers and other technical practitioners out there, when you talk about something like Figma, and they are a customer of yours. So it’s like anyone who’s using that, it really kind of feels to be like, yes, I want this to be up and running forever, and you’re helping that happen, right?
JJ Tang (01:57)
Yeah, exactly. I think one of the most exciting underrated things about being able to build a company and being a founder is you actually get to learn so much more through your customers in ways that you haven’t had. I remember when I was just an employee, you get very siloed in terms of your understanding of the world and you actually see just a small sliver or small silo of it.
Kelly Fitzpatrick (02:21)
Yeah, and having that kind of larger purview, I think can be, it can be really eye-opening. And that brings me up to like, think another question. So I think to me, you have had a very interesting path into like where you are. Can you talk a little bit about that? Like how did you get into tech? Like how did you end up being the CEO of a company?
JJ Tang (02:38)
Sure. So I grew up in mainland China, went to finished high school there, and then going to school in the US was far too expensive. So I went to school in Canada instead, which was an order of magnitude cheaper. think anyone who’s gone to school in the US feels that.
And I studied actually not even software engineering. I studied marketing. I think I focused probably far too much on my social life. I was struggling to complete my second year and I was on academic probation and on the verge of being kicked out. And, my parents, you know, gave me a kick in the butt and found a couple tutors that helped me through. But afterwards, my first job was actually at IBM and I was really thrown into the depths. I was working on the IBM cloud and integration team on this very technical product called API Connect. And I remember the first day of work, I went to my director or my VP at the time and I asked him, what does an API do? And he looked at me blank in the face and thought, maybe we made the wrong hire, but he was incredibly patient with me. And I started realizing over time that being technical, at least back in 2016, 2017 was incredibly important and would help propel my career.
So I spent every waking second when I wasn’t working, learning how to code, specifically in Ruby on Rails and became very dangerous at that. right after one of my friends at IBM went to this company, Instacart, that I never heard of. And I asked him, what do you do? And he says, well, we work on grocery delivery. And I said, oh, that’s kind of cool. And I asked him, how much do you make? And he told me, and I said, listen, you got to refer me to them. And so he did. And I started there a month or two later. And at Instacart, I was building their first enterprise platform from zero to one and grew that from zero dollars effectively in revenue to about a quarter of the company’s revenue by the time I left. it became this very important pillar to the company’s IPO, which was exciting.
Throughout that time and journey, because my roles spanned many different surface areas, you inherently run into a lot of incidents. Incidents can be really any critical piece of work that takes away from your day-to-day planned work. For us, those were things like, you know, the website was down or orders weren’t getting batched correctly. And through this process of working on it. We realized that, you know, it’s this people and process problem, but it was also a massive tooling problem. We didn’t have the right tools in place to help do that. And so myself and I met this guy at Instacart who is now my co-founder and CTO, Quentin. He was the first SRE at Instacart. I think he was employee number 40 as well. We just started hacking away on this internal tool, which was the early days of Rootly, effectively.
And we deployed it to the company and we started spending more time on it. And it started improving the culture and the process around incidents dramatically at Instacart. And one day my VP put a meeting on my calendar Monday morning and I thought for certain that was the end of it for me. But his feedback was, know, although this tool is really useful, it’s not our core competency. You can’t be focusing all your time on building this internal tool.
And by then I’ve already caught the bug. was incredibly passionate about what I was building. And when talking to other companies, as it turns out, we’re not the only one that has incidents. And so it was a good impetus for us to leave and go all in on building Rootly. And so that’s kind of been the journey so far.
Kelly Fitzpatrick (06:15)
Talk about a sign of, oh, maybe I should find a way that I can spend all of my time working on this thing that I think is very important. And JJ, I love so many parts of your story. First and foremost, think we, like I talk to a lot of people who are trying to figure out how do you get into the software industry? What do you need to learn and how do you need to do it? And one of the questions that comes up is like, do I need a degree in computer science? And clearly the answer is no, I don’t have one. I’m in the tech industry. And you are a self-taught.
coder. So I love that aspect of your story. The other part that I really love is like, it is important who you know, not just in terms of like, you know, all of these people who already have power, but the people that you work with, and being able to work with them well. So your your story of, you know, knowing somebody who’s at Instacart and being like, take me with you, and then meeting your current co founder, like at Instacart. For me, that’s part of the
Part of the software industry we don’t always talk about are those kind of connections that you make while you’re like, they’re doing the work and then finding people who can do the work with you.
JJ Tang (07:15)
Yeah, maybe to, know, the first part was really interesting. Do you need a computer science degree now? And I think over the last two years, that’s changed more than ever. And I’ll give you a very tangible example of how that is impacting our company today. One of the things that we’ve done is we have a very strong outbound, top-down sales motion. We cold email, we cold call, we engage with people on LinkedIn and those end up becoming very large enterprise customers for us. And you start thinking through, well, how can AI and LLMs supercharge that workflow? And one of the things that we did is we hired a full-time demand generation engineer, a Turkish guy.
And one of the things that we were able to do through a combination of using Claude and tools like Clay and others was we’ve been able to fully automate the BDR function for us. And we actually closed our doors to that function and that office in Denver recently because we’ve been able to fully automate it. And the crazy thing is this guy that we hired to automate this function. He has no coding background. He just knows how to use and chain together a series of AI assistants to do the work. And it really rings true. AI is not going to take your job. It’s going to be someone that is incredibly curious about how they can use GenAI in their day-to-day life that will threaten and jeopardize your job. I think that was very eye-opening. If I were to restart this whole journey again, I don’t think I would have sat at IBM teaching myself Ruby on Rails. I think I would have taught myself exactly what this guy has done, which is really interesting.
And the other thing to your point around who you know, I think the one thing that served me well was I knew I could not compete with other kids on academics. I just wasn’t strong there. And so the thing I wanted to compete on was through networking effectively. And the power of cold emailing is still one of the most underrated things that can help you actually.
I remember, one of my first internships was at IBM and the way I got it was the program was closed. It was very competitive. I knew I wasn’t getting in. It was really just open to MBA students as well. And I had this no name undergrad business degree that I was hardly holding onto. And I just cold emailed the CEO. I said, here’s why I think I would be really good and important. And I don’t think she looked at it for more than two seconds, but I knew she forwarded it on because you have the little email tracker. They open it and it gets open 30, 40 times. Then eventually one of the VPs that IBM calls me and says, Hey, your email made a lot of buzz internally. We have to interview you now. And I guess I did quite well during it. And like, those were ways that I think we’ve been able to forge a ton of, at least for myself personally, relationships in the early days that gives you that launch pad. You know, I think if we waited for.
If I waited for those opportunities to come to me, I would have been far overlooked by then.
Kelly Fitzpatrick (10:33)
I have never, I don’t know if I’ve ever like cold emailed a CEO, but maybe I need to start.
So I want to make sure I want to talk a little bit, probably a lot about the incident management space because that’s where really kind of Rootly lives. You know, in your mind, and you know, you’ve been at Rootly, you know, 2021 through 2024. So, you know, a couple of years, but have been working the space earlier when you were in Instacart. What does that space look like? And in terms of, you know, what are your customers asking you for? Where do you see Rootly’s space in that?
JJ Tang (11:03)
Yeah, think when we started the company, well, the cool thing is there’s a lot that hasn’t changed. We ask ourselves this question all the time when it comes to planning for a roadmap, for a quarterly, for goals, for KPIs is what are the things that are not going to change? People are never going to want to resolve incidents slower. People are never going to want less consistency. People are never going to want more chaos. People are never going to want to have less consolidation when it comes to their tooling. And so those principles actually guide us a lot in terms of our own planning that I find helpful. But the things that have changed have been interesting, even for us as a business and how we position ourselves. One thing when we started was we thought, of course, the most important thing is people want to resolve their incidents quicker. They want to reduce it from an hour to 20 minutes, for example. And we led with that messaging. And the reality was it wasn’t resonating really well. People weren’t ready to make that leap yet, necessarily. But what they were targeting was more consistency. They didn’t even have a way of measuring, is this good? Is this bad? How have any sort of internal benchmarks to compare themselves against. And the thing that we were trying to sell them was, hey, faster, it’s faster. But they didn’t know what they currently had was good or bad. And so we changed our messaging from resolve incidents quicker to driving this consistency. And that turned out to be really helpful in terms of finding our own product market fit.
The other thing that I found interesting over time is there’s a certain adoption curve people go through. I think where some companies have struggled in this space is they will come in and try to solve something way too far right. Far right being, hey, I wanna help you only learn from post mortems and extract the most valuable insights and trends, which all sounds great. Everyone wants to do that. But the reality for some of these very large enterprises is, well, they don’t even know the difference between have a definition between sev two versus sev three across their organization, let alone being in this position to be able to have trend insights and do something meaningful with it. And I think being able to meet customers where they are in their maturity journey has been really helpful for us. A, we think of the problem as how can we help you with ease of adoption first, then how can we help you evolve into these better practices for incident management? If we started with the latter, people would be very weary about the change management that then occurs. And the story is similar for how we thought about AI. The thing I love telling my team is we are in the business of doing the boring things right. When we build on call, we focus on reliability. When we build AI, we focus on privacy. And those are the things that people generally lean on us to care about.
Kelly Fitzpatrick (14:13)
And I think there is something appealing about like, can you do the boring things for me as well? Because like, it needs to be done, but A, I don’t know how to do that. And B, that’s not what I want to do if I’m say, like say a software developer, like I want a tool that can do it for me or from charge of building something. If a tool can do that for me, it’s going to make my life a lot easier. And then I think a couple other points from what you just said.
Your point about companies kind of looking for tool consolidation, that to me is a big one, because we see that all the time. We talk about kind of tool sprawl. And we hear this when we talk to the developers, we hear this when we talk about people who are higher up in the food chain. And the number one question I often hear when somebody is considering whether they’re going to adopt a new tool is like, what can I get rid of? Can I have less tools if I bring this tool in, or is it just going to be another kind of tool in the pile? So for me, I that’s…
That’s not surprising that that’s something that you’re seeing. But one of the points I think that you made that was really fascinating was that as much as you were initially pushing speed, that it ended up being consistency. That was a real kind of get your foot in the door for you. But now that I think about it, the fact that that’s something that enterprises especially are looking for is not surprising at all. Because what we see, it’s like there’s so many teams and technologies kind of being in any given enterprise that having anything that can make sense across any part of that is usually a big, big kind of boon, right?
JJ Tang (15:40)
Yeah, for sure. I think around vendor consolidation, that narrative has been stronger and stronger every year. I think exiting 2022, that’s when it first started kicking off. People realized we’re out of the ZIRP era, money’s no longer free. And I have to be very diligent about how I’m spending on the tools. But I think people also were cognizant about the fact that they didn’t have more headcount, introducing operational complexity of one more tool or two more tools actually became costly for them as a business. And the second they made that realization, the eagerness to just buy a tool without seeing how it played into the broader story or how it could eliminate something else wasn’t as appealing anymore. And I think that narrative was pushed also by private equity firms and their guidance to companies that was very strong. That guidance was pushed by their individual procurement departments, their incentives started changing around how tool adoption looked and it wasn’t as simple as, Hey, this tool is slightly cheaper. Hey, I am getting a really good discount on it is they had a map that much closer towards business goals. And I think even in our own positioning and development, we knew we needed to lean into it. And the thing that’s also interesting about as you build more product was we lean heavily into AI early.
One of the observations that we started seeing was a lot of companies started creating new budgets around AI. Typically we would consume someone’s infrastructure budget. We would compete against an AWS or a Datadog for money there. Well, good thing is there’s tends to be a lot of money allocated there, but we started seeing companies would dedicate 10 % of their spend into AI. And so there’s stories, many stories now for us where we can align to those budgets and those stories and seeing how that procurement process then occurs. And I think to your point earlier, building a wedge into an existing company is actually really important. For us, we knew that we were going to build this much broader reliability platform.
But when we talk to customers in the early days about This is the dream. This is what’s going to happen. It was really scary. companies big and small looked at us and said, I don’t think I need that yet. But when we minimize that much further down into, hey, we’re going to help you manage incidents on Teams or on Slack, that became this really digestible messaging that people got. And we could progressively disclose the complexity and the depth of the platform from there. But it allowed us to build a wedge into these existing companies and from there you can then help them consolidate a lot of what they’re doing. Like, hey, maybe you don’t need to do this anymore and this can be where work happens.
Kelly Fitzpatrick (18:37)
And I think it can be tricky to figure out how to talk about what you do in a way that people understand that it’s something that could be useful to them. So I think, what did you say? Your undergraduate degree is in like marketing? Was that where you went? I feel like that can be useful at times. It’s like, how do you talk about the stuff that you have? But to my mind, that only works, you can only keep that up if you have technology underlying that, that actually does something useful. It can’t be just about talking about it.
JJ Tang (18:49)
Yeah, it’s in marketing
One thing I learned from school, which obviously I think I made it clear that I did really poorly there, but I took this like, it’s a complete tangent, but I remember taking this course and thinking about how not useful school was. I took this organizational management course and one of the chapters was, how can you tell a union is forming inside of your company? And one of the bullet points was when the boss walks by, people start getting quieter. Employees start gathering in the parking lot.
And I just, for some reason, that’s always stuck with me as one of the one of five things that I remembered from university. And obviously we don’t have that problem, but I just thought it was really funny.
Kelly Fitzpatrick (19:42)
It is always amazing what sticks with you from the past, I think. Whether you want it in your brain or not, it’s there and it kind of just shapes what you do next. Another thing that you said that I wanted to go back to is the realization that companies were having dedicated AI budgets, because that’s something that we as analysts saw could start happening, especially in a post-Chat GPT world.
Kelly Fitzpatrick (20:07)
There was the, we don’t know what we’re gonna do with this budget, but we know that we have to somehow get into this before we’re kind of left behind. Any advice to folks who are trying to figure out whether or not what they do or what they’re selling actually fits into that kind of slice of a budget? Is that something that people can go after?
JJ Tang (20:26)
For sure. think, you know, we had a, we kind of learned it the hard way that these budgets even existed. I wish we had the insights of a RedMonk that would have, helped us see around the corner and could have predicted it. And I think we could have, certainly, commercially done a lot better from that standpoint. One thing that rings true is one easy way to go after is think about companies that are just owned by private equity. So for example, like Vista Equity Partners, one of the largest PE firms in the world, they have quarterly mandates for their executives, their CTOs to adopt coding assistants in general. And they’re measured by that. They have KPIs and OKRs around the adoption of AI generally. it’s also, you know, my first tip would be there are companies almost sure fire that are seeing this narrative, how AI can help you save money. And there’s no one that wants to save money more than a PE company.
And so when you align with that, that becomes this really easy story to start telling these organizations. And maybe your tool is something that helps people be more productive. I would make that story incredibly clear about how that then maps towards cost and how that productivity gain and future hiring, how all of that starts intertwining with each other. The other thing that you can start doing as well is you can start thinking outside of your traditional buyer. In some cases with companies, their procurement department is the first people to engage us because they have this budget that they need to spend or need to explore. And so it has allowed us to find people outside of our own ICP, our ICP being like a head of infrastructure, director of SRE. Sometimes we can go right to the innovation arms of a company or the procurement arms of a company and seeing how do these initiatives line up. And those are often ways that we also have gained traction and momentum. It’s a little bit more around the belt, but your opportunities for how you approach organizations also start changing.
Kelly Fitzpatrick (22:34)
Yeah, very much. And I think another question I have, and I want to make sure we get to it is, so you and your co founder, Quentin, started Rootly in 2021, and it is now 2025. And like a lot happened in like, that’s a lot to be running a company kind of through. You know, can you can you speak to that? What is it like running a startup through all of that with all the different concerns that you have? Like, you know, the end of the the ZIRP phenomena,
where I think especially do people fall into all of this? So for instance, I noticed that Rootly has this really good Humans of Reliability series that I quite like. And for those of you out there listening, should go check out these conversations. But tell me more.
JJ Tang (23:13)
I think during the ZIRP era, everything was relatively easy for the most part. think for everyone that kind of rang true, whether it became fundraising or customer acquisition, everything seemed, there was massive tailwinds, regardless of what space or industry you were in. You just had to say you were doing something and money kind of flowed in. The interesting thing there was we saw the ZIRP era coming to an end really early, even before we started to raise our first round of money. And what we wanted to do was when every round of funding that we raised, we always thought about what would this round of funding mean for our next round of funding? Was it we never wanted to raise again and run a very profitable business? Was it maybe we got an insane valuation and we’ve had so many of those. Would this kill us at the next round?
And I think what a lot of companies did during that era was they were very short-sighted. They said, hey, why wouldn’t I take this $300 million valuation? But not knowing, well, when the ZIRP era ends, you still have to 3X that valuation. And so your revenue growth has to be absurdly high and difficult, even though you were able to pocket a little bit more money. And so we were very, very disciplined around the financial structure of our business to make sure that every door and opportunity remained open to us and we wouldn’t have to do anything insanely unnatural. I think with the unlock of AI, that story is then changing again because sometimes it doesn’t matter about your business fundamentals.
So I think the thing that we’ve learned was strong business fundamentals were crucial, but not only for me and my co-founder, for our team as well, and being able to transparently share that. When the layoffs started happening in droves, know, tens of thousands of tech workers were being laid off. We wanted to ensure that our talent and our team knew that their role in our business health was in a good spot. And so what we started doing during every All Hands was we’d opened up our books. We showed everyone our bank account. We showed everyone our balance sheet. We showed where we’re spending money, where we are earning money, down to the dollar. Anyone in the company would have visibility into and that gave people a lot of security and also motivation. Hey, I have access to this data and most companies I normally wouldn’t, but I also know this company is doing incredibly well and we have this hockey stick growth and being transparent about it and talking about it often paid dividends. And even to this day, we still do it. So you’re ever an employee of Rootly. You can ask us any questions about financials and you’ll have a straight answer for it. And we encourage everyone to do that as well.
The other thing that really stood out to me is when you’re building a company like ours, whether, right now, GenAI is the hot topic. It’s very easy to fall behind. You can get into this mode of being comfortable because things work and not deciding to innovate. Because when you are early on the threat of new entrants is always there. Someone can find a way with newer technology to get ahead of you. And if you don’t see that coming, you’re gonna be in trouble. And customers also, you start learning because their world is very domain specific to their company and their space. You’re often seen as this innovation advisor to companies. And if you don’t know what you’re talking about and you’re not ahead of the curve, and you know all these things that are important or how it’s going to affect the space, or not going to affect the space, you actually begin losing trust with customers. If I were to go talk to a CTO of a large credit card company that’s one of our customers, I think they would be very hesitant on the fact that I don’t know how GenAI and the world of incident management play together.
Kelly Fitzpatrick (27:08)
And that that issue of trust, I think, is one that we’ve been hearing more and more. And we hear it a lot when it comes to trust around data and what people are going to do with it. Trust around, you know, security and privacy. If you’re you’re buying a tool that’s promising those things, is it going to actually deliver? I think what you’re talking about is more of, it’s more of like trust in the people that you are working with, know what they’re doing at that kind of just very, very base level. I think that’s fascinating.
JJ Tang (27:35)
Yeah, that’s the thing that I think often investors push companies to do the wrong thing around. I think a lot of investors view building a SaaS business as a pure tooling problem and often miss how important the people and the process portion of it is, at least for us in incident management. I think ironically, tooling is actually a small portion of how you make incident management better in your company.
One of the things that we’ve done uniquely that’s paid a lot of dividends is we created a reliability advocates program. These are people that build the zero to one instant response process at companies like Shopify or Twilio or, or one of these, you know, amazing organizations. And all they do is act as internal, but also in a way, external consultants for our customers. So we help companies, you know, write all of their status page templates. We help companies create on-call pay programs inside of Europe. For example, these are things that are adjacent, but not super specific to using X, Y, and Z feature inside of our tool. But we have the expertise, we lean into it, and that actually creates an incredible amount of trust. And also selfishly for us, it makes us sticky because they view us as a critical dependency of evolving their incident response process.
Kelly Fitzpatrick (28:57)
I think it’s always comforting for me to hear about where people see humans in the loop, especially, you know, we’ve had a conversation where we’ve talked about Rootly being able to basically automate their BDRs out of a job, right? So where is the point where we do need humans in that process? And how are you trying to kind of nurture that understanding that humans are important, right?
JJ Tang (29:20)
For sure. think, you know, the fun thing about building in this space is with generally with engineers and SREs and DevOps folks is they’re some of the most skeptical people you’ll ever present to, which really is such an awesome forcing function to do the right things. You know, if you go approach a company with this pipe dream, Hey, we’ve solved self healing software. think you’ll be very quickly laughed out of the room.
Maybe just quickly going back as well on the trust portion, there are things that we’ve done as a company, as a culture in order to remain ahead of it beyond building things like a reliability advocates program. We have a leadership meeting every Tuesday night. I think people kind of hate that it’s at night, but it’s the only time that we found to make work. We have a standing meeting every night. We’re one leader from one function. Maybe it’s customer success. Maybe it’s on QA. but someone presents a new AI tool that they’ve been playing around and why or why not should we use it? And that’s been such a great way and also a great forcing function to discover and see what are all the things out there and how can we be more productive and be more effective as an organization. There’s some areas that we will be far from adopting any AI because human touch is incredibly important. And there’s other areas where we think we would be amiss to not have.
Kelly Fitzpatrick (30:45)
Well, I think we’re getting close to the end of time. And I have like kind of one final question for you. Any advice for folks out there who want to get into the business? And you’ve spoken about this a little bit, but like, you know, to kind of sum it up.
JJ Tang (30:55)
I think the traditional wisdom has always been find a problem that you’re facing, something you’re passionate about and go build something around it. I actually think that’s incorrect in my opinion. Obviously for us, I think Quentin and I got very lucky. We hit this trifecta of natural need. It was a market that had a lot of demand and people really needed it. I would almost suggest working backwards. work backwards from how you generate the idea, I would look at inside of my organization, what are the internal tools that we’re building today? How are we already trying to solve it? Then thinking of those ideas, how would I sell this? How would people react to it? Is it just a tool or just a feature that someone would rather buy or use as a Chrome extension? Or can this actually be a company with the depths and valleys of complexity that’s required. And I think working backwards from, can you sell it and are you already solving for it is a really easy way of creating some of these organizations. And I think if we had to do it all over again, we would probably do that. Or we would probably do something incredibly silly for cats or dogs. I think that could be cool too.
Kelly Fitzpatrick (32:13)
Well, well, JJ, thank you so much for joining me on the MonkCast. One, my actual last question. How can folks hear more from you? Where can they find you on socials? Are you doing any speaking?
JJ Tang (32:23)
Yeah, you can definitely find us at most developer conferences that are coming up this year. You can find us on rootly.com. As you mentioned, we have a really fun Humans of Reliability podcast where we don’t advertise the tool to you. And generally I like to speak a lot on LinkedIn and our insights about how the inner workings of how we built Rootly came to be.
Kelly Fitzpatrick (32:46)
Well, many thanks again to JJ for a great conversation. Again, my name is Kelly Fitzpatrick with RedMonk. If you enjoyed this conversation, please like, subscribe, and review the MonkCast on your podcast platform of choice. If you’re watching us on YouTube, please like, subscribe, and engage with us in the comments.
JJ Tang (33:01)
Thanks so much for having me.
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