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" Everyone is talking about what’s going on with sales, and Sergey was paying no attention, just pushing buttons on the AV system and trying to unscrew a panel to understand it,” says Levick. “And I remember thinking, this man does not give a rat’s ass about this part of the business. He doesn’t get what we do. He never will. That set the tone for me very early in terms of the two Googles—the engineering Google and this other Google, the sales and business side.” No matter how much you exceeded your sales quota, a salesperson wouldn’t be coddled as much as a guy with a computer science degree who spent all day creating code. And some tried-and-true sales methods were verboten. For instance, golf outings. “Larry and Sergey hate golf,” says Levick. “Google has never sponsored a golf event and never will.” There would be days when Google salespeople would call agencies and discover that everybody was off on a golf retreat with Yahoo. But Tim Armstrong would tell his troops, “They have to take people on golf outings because they have nothing else. "
― Steven Levy , In the Plex: How Google Thinks, Works, and Shapes Our Lives
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" Even more controversial was Google’s insistence on relying on academic metrics for mature adults whose work experience would seem to make college admission test scores and GPAs moot. In her interview for Google’s top HR job, Stacy Sullivan, then age thirty-five, was shocked when Brin and Page asked for her SAT scores. At first she challenged the practice. “I don’t think you should ask something from when people were sixteen or seventeen years old,” she told them. But Page and Brin seemed to believe that Google needed those … data. They believed that SAT scores showed how smart you were. GPAs showed how hard you worked. The numbers told the story. It never failed to astound midcareer people when Google asked to exhume those old records. “You’ve got to be kidding,” said R. J. Pittman, thirty-nine years old at the time, to the recruiter who asked him to produce his SAT scores and GPA. He was a Silicon Valley veteran, and Google had been wooing him. “I was pretty certain I didn’t have a copy of my SATs, and you can’t get them after five years or something,” he says. “And they’re, ‘Well, can you try to remember, make a close guess?’ I’m like, ‘Are you really serious?’ And they were serious. They will ask you questions about a grade that you got in a particular computer science class in college: Was there any reason why that wasn’t an A? And you think, ‘What was I doing way back then? "
― Steven Levy , In the Plex: How Google Thinks, Works, and Shapes Our Lives
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" An integral part of a public offering is a “road show,” during which company leaders pitch their prospects to bankers and investment gurus. Brin and Page refused to see themselves as supplicants. According to Lise Buyer, the founders routinely spurned any advice from the experienced financial team they’d hired to guide them through the process. “If you told them you couldn’t do something a certain way, they would think you were an idiot,” she says. The tone of the road-show presentations was set early, as Brin and Page introduced themselves by first names, an opening more appropriate for bistro waiters than potential captains of industry. And of course they weren’t attired like executives—the day of their presentation of Google’s case to investors was one more in a lifetime of casual dress days for them. Google had prepared a video to promote the company, but viewers considered it amateurish. It was poorly lit and wasn’t even enlivened by the customary upbeat musical sound track. Though anyone who read the prospectus should have been prepared for that, some investors had difficulty with the heresy that Google was willing to forgo some profits for its founders’ idealistic views of what made the world a better place. On the video Brin cautioned that Google might apply its resources “to ameliorate a number of the world’s problems.” Probably the low point of the road show was a massive session involving 1,500 potential investors at the Waldorf-Astoria hotel in New York. Brin and Page caused a firestorm by refusing to answer many questions, cracking jokes instead. According to The Wall Street Journal, “Some investors sitting in the ballroom began speculating with each other whether the executives had spent any time practicing the presentation, or if they were winging it.” The latter was in fact the case—despite the desperate urging of Google’s IPO team, Page and Brin had refused to perform even a cursory run-through. "
― Steven Levy , In the Plex: How Google Thinks, Works, and Shapes Our Lives
