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Success Through Recruiting And Retention

What does it mean to achieve success? Let us tell you what we think.

Is it all about adding customers or users at a consistent rate? Is it about building and/or evolving your technology offerings daily, weekly or monthly? Is it about your revenue growing leaps and bounds? Is it all about profitability or your EBITDA? Is it about your customers becoming true advocates for your brand? This is BIG and of course, all of these things are extremely important.

In a world where the venture capital money you take or the private equity firm buying you out is what yields admiration, how do we know what metrics to measure ourselves against?

A few things? Social media, LAN parties, DynTinis, ping pong, concerts,, sports and WPI…

Ever notice the tech media only really cares about and covers two things?

1. Your latest funding round
2. Who you’ve bought or who is acquiring you

Scott Smith - Ping Pong

We question: are these the things that actually matter?

No doubt our opinions on this subject are biased and rooted in our bootstrapped privately owned and operated disposition — the simple reason that we don’t belong to a VC portfolio or aren’t based in NYC or San Francisco. Does it mean we aren’t doing things right because we blaze our own obsessive “It’s My Island” trail? Manchester isn’t yet Boulder, but I can guarantee you we are committed to getting there.

As we continue to achieve amazing growth, we ask ourselves “How did we get here?” How did we quadruple revenue in the past two years? How did we add 60+ employees? How did we add 17,000 square feet of office space for our corporate HQ and a posh London-based office (San Francisco coming soon!)? How did we add an Email Delivery service to the mix? How did we grow our Managed DNS footprint to 17 worldwide datacenters?

How did we add nearly 2000 enterprise customers? It surely wasn’t luck.

It’s the people. Recruit them and retain them.

This starts with finding them and keeping them engaged. Only three people have EVER willingly left Dyn –- one moved to San Francisco, another to Chicago and another to work from home. True story. Folks have moved to Manchester from Ohio, NYC, Phoenix, Tennessee, Utah and Seattle.

At the end of the day, we believe the only true answer to this question comes from the people you employ. Do they love what they do? How do they view their jobs and the company that cuts their paycheck? Can they care for their families and feel that sense of pride? Are they able to live the lifestyles they wish?

We post our open jobs on our website, repeatedly post them on social media channels (Twitter, LinkedIn, Facebook) and ask friends and former colleagues to join the fun. We have weekly LAN Parties, setup Ping Pong tournaments, host office concerts and DynTini networking events, encourage people to inquire or send their resumes from gaming community sites like Shacknews and send our team all over the globe to industry events.

We find common interests and share in them (fantasy football!) and dig deep into our college internship programs and alumni networks (CEO Jeremy & CTO Tom are both grads of WPI and we employ many Gompei). Personally, I’ve got the Bentley count up to three heads!

It’s not simply about just getting talent in the door. It’s about keeping them. You’re only as good as your people believe you are and you should frequently ask them how they feel.

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Kyle York
Whois: Kyle York

Kyle York is GM & VP, Product Strategy, and has been a long-time executive, having joined in 2008. Over the years, he has held go-to-market leadership roles in worldwide sales, marketing, and services. In his current role, Kyle focuses on overall corporate strategy, including: positioning and evangelism, new market entry, strategic alliances and partnerships, M&A, and business development. Outside of Oracle Dyn, Kyle is an angel investor, entrepreneur, and advisor in several startups.