The latest installment of our “Lieutenants - Lessons, Learning and Leadership” blog series is with Dan Darcy, SVP of Global Enablement at Salesforce.

Save your stress for things that are really going to matter in two or three days. Focus on the big problems not the little problems. Perspective is important.

Every business leader needs a lieutenant. A wingman or wingwoman who they turn to for advice, a much-needed reality check, and most importantly, help pushing forward the ideas and priorities they have established for their organization.

To say that I am a strong advocate for a remote workforce may be putting it mildly.

Earlier this month I had the privilege to moderate a panel on entrepreneurship for my alma mater Bates University and its Center for Purposeful Work.

In 2012, while CEO of Appirio, I had the opportunity to sit down with Adam Bryant, who was writing the New York Times' Corner Office column, to talk about our company culture and some of my personal philosophies on the topic.

When it comes to hiring and working with sales leaders, there are a few who are exceptional, a few who are terrible, and many somewhere in-between.

I had the opportunity to speak with leadership expert Mike Robbins a few weeks ago for his podcast "We're All In This Together" about the culture we built at Appirio and some of the lessons I've learned over the years.

I have spent 25 years of my life in enterprise technology, including an incredible 12+ year journey at Appirio and Wipro that officially ended last month. When I sat back to think about what I wanted to do next, all I knew was that I wanted something new.

It seems parents are willing to sacrifice almost anything to ensure their kids get into a good school -- their savings, free time, and judging from the recent college admission scandal, even their integrity.

When thinking about what I’d do after leaving the helm of Appirio, I contemplated many options.

Building a great company culture is a lot like building a great brand.

I get to meet with a lot of growth-stage entrepreneurs in my current role at GGV, and some of the most common questions I get from these leaders revolve around scaling teams

I abhor conference calls. This might seem like a fairly dramatic statement, but as a former founder and CEO, an entrepreneur, and the current head of culture at a large international company, I believe conference calls can suck the life out of a company.

Many companies talk about it. But seeing the profitability in adapting a new type of management style, operations, recruiting and training, and setting goals that coordinate with a positive work culture isn’t always clear.

A few months ago I officially moved out of the CEO role at Appirio, a services firm I co-founded more than 12 years ago to take on the role of Global Culture Officer at Wipro.

Tomorrow’s leaders will be defined by the culture they craft, not the products they create. Some may argue against this statement, but let me explain why I believe this to be true.

Living with outdated technology is like living in a house with asbestos. Most homeowners know asbestos can hurt them, but the pain and expense of ripping it out is overwhelming enough that it remains.

Culture and cloud. Who knew such small, nebulous words could have such a big impact on a business?

A company without a vision -- or one that is uninspiring or, worse yet, just a set of unachievable financial goals -- might create a great product, but success won’t last long.