“There has to be a better way”: This simple, yet powerful sentiment from Harold Groothedde sparked a revolution in cloud optimisation.
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 AI and high-performance technology to propel Surveil to the forefront of cloud optimisation and security. With a career spanning over three decades, Harold has led pioneering technology programs, including the world’s first SAP HANA production install in Microsoft Azure. As CTO, he continues to ensure that Surveil sets the standard for cloud solutions, helping businesses achieve unmatched efficiency and security.
Today, Harold’s main focus as CTO is to ensure that Surveil becomes a globally leading product for their partners and customers. Harold takes some time out to sit down with Business Matters and share some of what he’s learned from his 30 years’ experience across IT and corporate 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 main focus is on optimising their Microsoft 365 investments, helping them secure identities, enhance productivity, and manage and optimise Azure resources in the most cost-effective manner. With our cloud optimisation tool, Surveil, we provide deep insights into user interactions, uncover cost-saving opportunities on unused licenses, and offer actionable recommendations for improved security and access control.
What made you start your business: did you want to challenge the status quo, or was it a gap in the marketplace that you could fill?
As an IT consultant and managed service provider, I was on the front lines of deciphering complex Azure bills and handling numerous manual optimisation tasks. I soon realised there had to be a better way, and thus, Surveil was born.
What are your brand values?
Our brand values are deeply rooted in a culture-first approach, prioritising customer success above all else. We are obsessed with delivering outcomes that ensure our customers’ success, measuring our achievements by their triumphs. Precision and accuracy are non-negotiable – we adhere to the highest standards to build trust and guarantee quality. Our pursuit of excellence is relentless, as we strive to be the leading cloud analytics engine globally. We embrace simplicity, transparency, and collaboration, innovating with purpose to create impactful solutions for our partners and customers.
Do your values define your decision-making process?
Yes. Our decisions are made with partner success in mind, relying on reliable data and information. We uphold the highest standards, favour straightforward solutions that deliver tangible results, and involve cross-functional teams to ensure shared responsibility.
Is team culture integral to your business?
Absolutely, team culture is integral to Surveil. We believe in openness and prioritise transparency and collaboration in all we do. By fostering a culture of accountability, we work together with partners, customers, and each other, to consistently deliver exceptional results and drive success for everyone involved.
What do you do to go the extra mile to show your team you appreciate them?
Team appreciation goes beyond bonuses or birthdays off – it’s about recognising effort and celebrating wins. My executive team and I go the extra mile by acknowledging specific contributions, investing in employee development and growth, trusting employees with autonomy and work-life balance, and marking milestones together – because every victory, no matter how small, counts!
In terms of your messaging do you think you talk directly to your consumers in a clear fashion?
Clear messaging is our north star. Our target audience is bombarded with information, so simplicity wins. That is why we made it one of our company’s core values.
What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?
In response to inflation and interest rates, we are committed to supporting our customers rather than passing on the increased costs. Over the past year, we have removed the commercial barriers that hinder partners and their customers from accessing value, as well as the 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), enhancing ROI potential.
We’ve also provided greater speed to valuable intelligence through broader and deeper data points and widespread assessments. We’ve given our clients freedom from reliance on health checks through the use of at-will deployments, as well as reducing admin tasks and tools to replicate success by setting replicable campaign blueprints. Overall, we’ve offered enhanced support across sales, marketing, and technical training – all aimed at rewarding customer loyalty and maintaining our commitment to their success during these tougher times.
How often do you assess the data you pull in and address your KPIs and why?
KPIs aren’t just numbers – they are the heartbeat of our strategy. We assess wisely and let data guide our decisions. The frequency of assessing data and addressing KPIs depends on several factors, from characteristics, resource allocation/efficiency, and leadership scorecard reviews.
Is tech playing a much larger part in your day-to-day running of your company?
Microsoft licensing is a complex labyrinth, evolving at warp speed – its pace is relentless. Security and privacy are at the forefront of every organisation in every corner of the world. For us to meet the demands of our partners and the market while staying competitive, it is imperative we remain agile, adapt accordingly by way of continuous innovation, and integrate modern tooling into our organisation and processes.
What is your attitude to your competitors?
I see competitors as both motivators and collaborators. Healthy competition pushes us to innovate, improve, and stay agile. It’s like a friendly game of chess – we learn from their moves and strategise accordingly. However, I also believe in collaboration – there’s 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 anyone starting out in business?
Starting a business is like launching a rocket – exhilarating and nerve-wracking. My advice is firstly to define your ‘why’. Understanding your purpose will guide every decision. Secondly, build a solid network. Connect with mentors, peers, and fellow entrepreneurs. Thirdly, embrace failure – see it as a stepping stone, not a stumbling block. And finally, stay curious. Learn, adapt, and keep your compass pointed toward growth.
It can be a lonely and pressured place to be as the lead decision-maker of the business. What do you do to relax, recharge and hone 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 nor with a singular spotlight, the pressure occasionally can still feel like it is. As a team, we find an equilibrium by tapping into each other’s wisdom or checking in with our advisors, making room for decompression rituals or off-the-grid moments, and prioritising tasks to cut through the clutter.
Do you believe in the 12-week work method, or do you make much longer planning strategies?
Both have merits. The 12-week method keeps us focused, sprinting toward goals. But I also believe in long-term vision. It’s like building a cathedral – one brick at a time, but with the blueprint in mind. Balance short-term wins with the grand design.
What is your company’s eco strategy?
Our company’s eco strategy centres on empowering our partners and customers to be one step closer to sustainability by delivering data-driven insights that help them right-size resources, convert cloud waste into value, and reduce their own carbon footprint.
What three things do you hope to have in place within the next 12 months?
Number one – robust and high-performing multi-cloud capabilities.
Secondly – leveraging AI to improve our platform capabilities with recommendations and forecasting.
And finally – a well-established footprint (and substantial market share) in North America.
