“There has to be a better way” – this simple yet powerful sentiment from Harold Groothedde has sparked a revolution in cloud optimization.
Meet Harold Groothedde, the founder of Surveil, an ITEXACT company, and the driving force behind Surveil, a global SaaS provider renowned for its cutting-edge cloud analytics and insights engine. Since 2009, Harold has harnessed the power of artificial intelligence and high-performance technology to bring Surveil to the forefront of cloud optimization and security. With a career spanning more than three decades, Harold has led pioneering technology programs, including the world’s first SAP HANA production deployment on Microsoft Azure. As CTO, he continues to ensure Surveil sets the standard for cloud solutions, helping businesses achieve unmatched efficiency and security.
Today, Harold’s main goal as CTO is to ensure this Watch over becomes a leading global product for its partners and customers. Harold takes some time to sit down with Business Matters and share some of what he has learned over 30 years of experience in IT and business engineering.
What is the main problem you solve for your customers?
At Surveil, we solve our customers’ critical challenges in cloud asset management and digital transformation. Our primary goal is to optimize your Microsoft 365 investments by helping you protect identities, improve productivity, and manage and optimize Azure resources in the most cost-effective way. With our cloud optimization tool, Surveil, we provide insights into user interactions, uncover cost-saving opportunities on unused licenses, and offer actionable recommendations to improve security and access control.
What inspired you to start your business – did you want to challenge the status quo or was it a gap in the market you could fill?
As an IT consultant and managed service provider, I was on the front lines of deciphering complex Azure invoices and managing numerous manual optimization tasks. I soon realized there had to be a better way and Surveil was born.
What are your brand values?
Our brand values are deeply rooted in a culture-first approach that prioritizes customer success above all else. We are obsessed with delivering results that ensure our clients’ success, measuring our results based on their triumphs. Precision and accuracy are non-negotiable – we adhere to the highest standards to build trust and ensure quality. Our pursuit of excellence is relentless, as we strive to become the leading global cloud analytics engine. We embrace simplicity, transparency and collaboration, innovating to create impactful solutions for our partners and customers.
Do your values define your decision making?
YES. Our decisions are made with the success of our partners in mind, based on reliable data and information. We uphold the highest standards, favor simple solutions that deliver tangible results, and engage cross-functional teams to ensure shared accountability.
Is team culture an integral part of your business?
Absolutely, team culture is an integral part of Surveil. We believe in openness and prioritize transparency and collaboration in everything we do. By fostering a culture of accountability, we collaborate with partners, customers and each other to consistently deliver exceptional results and drive the success of everyone involved.
What do you do to go the extra mile to show your team that you appreciate them?
Team appreciation goes beyond bonuses or discounted birthdays – it’s about recognizing efforts and celebrating victories. My executive team and I go the extra mile by recognizing specific contributions, investing in employee development and growth, empowering employees with autonomy and work-life balance, and marking important milestones together, because every win, no matter how small, matters!
In terms of messaging, do you think you are speaking directly to your consumers in a clear way?
A clear message is our north star. Our target audience is bombarded with information, so simplicity wins. That’s why we’ve made it one of our company’s core values.
What is your opinion on inflation and interest rates? Will you pass this on to your customers or will you let your margins take a hit and reward customer loyalty in these more challenging times?
In response to inflation and interest rates, we are committed to supporting our customers rather than passing on increased costs. Over the past year, we’ve removed business barriers that prevent partners and their customers from accessing value, as well as operational barriers that slow down their teams. This change has allowed us to offer improved margins with significant discounts for higher volume commitments compared to PAYG (pay as you go), improving ROI potential.
We also delivered valuable intelligence more quickly through broader, deeper data points and widespread assessments. We have given our customers the freedom to rely on health checks through the use of at-will deployments, as well as reduce administration tasks and tools to replicate success by setting up replicable campaign designs. Overall, we have offered improved support in sales, marketing and technical training, all aimed at rewarding customer loyalty and maintaining our commitment to their success during these most challenging times.
How often do you evaluate the data you input and address your KPIs and why?
KPIs are not just numbers: they are the beating heart of our strategy. We evaluate wisely and let data guide our decisions. How often you evaluate data and address KPIs depends on several factors, from characteristics, resource allocation/efficiency, and leadership scorecard reviews.
Does technology play a much bigger role in the day-to-day running of your business?
Microsoft licensing is a complex labyrinth, which evolves at great speed and whose pace is incessant. Security and privacy are top of mind in every organization in every corner of the world. In order to meet the demands of our partners and the market while remaining competitive, it is essential to remain agile, adapt accordingly through continuous innovation and integrate modern tools into our organization and processes.
What is your attitude towards your competitors?
I see competitors as both motivators and collaborators. Healthy competition pushes us to innovate, improve and remain agile. It’s like a friendly game of chess: we learn from their moves and strategize accordingly. However, I also believe in collaboration: there is room for everyone at the table. Sometimes, competitors become partners in industry initiatives, such as the FinOps Foundation. It’s about finding that balance.
Do you have any advice for someone starting a business?
Starting a business is like launching a rocket: exhilarating and nerve-wracking. My advice is to first define your “why.” Understanding your purpose will guide every decision. Second, build a strong network. Connect with mentors, peers and other entrepreneurs. Third, embrace failure: think of it as a stepping stone, not an obstacle. And finally, stay curious. Learn, adapt and keep your compass pointed towards growth.
It can be a lonely and high-pressure place to be in as the company’s primary decision maker. What do you do to relax, recharge and sharpen your focus?
Decision making in business is an ensemble, not a solo act. Our executive team balances decisions, expectations, and the occasional juggling act! While decisions aren’t made in a vacuum or under a single spotlight, the pressure can still feel like it at times. As a team, we find balance by drawing on each other’s wisdom or checking in with our advisors, making room for decompression rituals or off-the-grid time, and prioritizing tasks to eliminate confusion.
Do you believe in the 12 week working method, or do you have much longer planning strategies?
Both have merits. The 12 week method keeps us focused, racing towards our goals. But I also believe in the long-term vision. It’s like building a cathedral: one brick at a time, but with the plan in mind. Balance short-term benefits with great design.
What is your company’s ecological strategy?
Our company’s green strategy is focused on enabling our partners and customers to stay one step closer to sustainability by providing data-driven insights that help them right-size resources, convert cloud waste into value, and reduce their cloud footprint. carbon.
What are three things you hope to implement in the next 12 months?
Number one: Robust, high-performance multi-cloud capabilities.
Second, leverage artificial intelligence to enhance our platform’s capabilities with recommendations and predictions.
And finally: a well-established footprint (and substantial market share) in North America.