When you first started Box, some customers were resistant to shifting onto the cloud. How did you approach this education piece and how does this now translate to the AI education piece of today?
Early on, convincing businesses that the cloud could be more secure than their on-premises setups was a challenge. Companies were hesitant to move data and software to the cloud, worried about security and control. It took time to demonstrate that the cloud could provide better security and compliance. Addressing these concerns enabled us to work with cautious industries like banking and life sciences. Today, we are seeing a similar situation with AI.
While some industries are eager to explore AI’s potential, others, especially those with strict data requirements, need assurances of security and reliability. It is a journey of education and trust-building, much like the early days of the cloud. The potential is vast, but we are just at the beginning, facing a long-term evolution similar to where cloud adoption was in 2006.
Where do you see the most potential for AI to transform how we work?
We are redefining how AI integrates into the workplace, particularly how it can act as a true collaborator. For example, AI can help engineers write code faster, assist sales reps in targeting accounts, and enable new employees to learn quickly.
AI is poised to change how we work, especially in knowledge-intensive roles like marketing, sales, engineering, and legal. The impact will be most visible in tasks that can be made faster and more efficient, allowing employees to produce more in less time. It’s not just about automation—it’s about fundamentally shifting how we approach our work, enabling new ways to solve problems and innovate across various fields.
What is your biggest concern when it comes to the integration of AI at Box?
My biggest concern is not fully capitalizing on AI’s potential. We are pushing ourselves to integrate AI quickly and deliver its benefits to our customers. The fear is that we might not move fast enough to take full advantage of this moment. It’s a race to stay ahead in an ever-evolving landscape. The focus remains on adapting, learning, and implementing AI in ways that align with customer needs. It’s about making sure we’re not left behind and that we deliver on AI’s promise to drive meaningful improvements for businesses.
What do you see as the biggest need for your customers over the next few years?
The biggest opportunity for customers lies in unlocking the value of their unstructured data. Many companies have a wealth of stored documents, images, and videos that often go unused. AI can tap into this data, turning it into actionable insights and helping businesses make better decisions. Imagine being able to instantly retrieve information from past interviews or research that would otherwise remain buried. This capability allows businesses to access hidden insights and make data-driven decisions faster, providing a significant advantage across various sectors, from life sciences to finance.
Is there a particular use case or feature that you are eager to see come to life?
Our team is excited about developing AI agents that can take on complex tasks autonomously. For example, these agents could handle contract edits or customer interactions, going beyond simple automation to complete entire processes. This could save months of work, completing tasks in minutes. The speed and efficiency this brings could transform our approach to projects, freeing up time for innovation. The ability to remove routine friction points could lead to significant advancements in various fields, whether in medical research or product development, allowing us to focus on what’s next.
Naval Ravikant famously said that “Europe doesn't matter anymore”when it comes to innovation. As a CEO with a global perspective, how do you view Europe’s role in technology and innovation compared to the U.S.?
I am more optimistic about Europe than I was before, thanks to a growing awareness of the challenges in fostering innovation. There is a risk in Europe of equating regulation with progress, but recognizing this is a positive sign. For Europe to lead in emerging technologies, it must balance regulation with a need for speed and flexibility. The key is to avoid over-regulating too early, allowing room for experimentation and growth. If Europe can strike this balance, it has a real chance to remain competitive in the next wave of innovation. The UK, with its unique position outside the EU, may have different opportunities, but the general shift toward a more adaptive approach is encouraging.
The reindustrialization of the U.S. economy, especially across semiconductors, is a hot topic. Do you see this shift as essential?
The U.S. is definitely part of a broader global network, but it can also build up its industrial capabilities. Initiatives like the CHIPS Act help catalyze investment and strengthen domestic capacity. Initially, I was a bit skeptical, but the results so far have been encouraging. Rather than relying solely on tariffs, it is better to create incentives for investment and innovation within the U.S. We also need to address challenges around over-regulation in sectors like manufacturing. If we can streamline processes, the U.S. will be better positioned for future growth, while maintaining strong global connections. It is a critical, long-term effort to stay competitive.
