Meet the Team: Amplitude Chief Product Officer Francois Ajenstat

As Chief Product Officer at Amplitude, Francois Ajenstat believes deeply in the transformative power of data and applies that to his work every day. Francois is responsible for Amplitude’s product strategy and execution, leading product management, design, operations, and growth organizations globally. Prior to joining Amplitude, he led Tableau’s product management organization as CPO and led product management teams at Microsoft.

We had the opportunity to sit down with Francois, where he shared his inspiring career journey and experiences at Amplitude. Dive in to discover his leadership approach, passion for innovation, and advice on achieving career growth while fostering diversity and inclusion to make a lasting impact in the tech industry.

What was your first job, and what did you learn from that experience that still impacts your career today?

My first job was as a paperboy in Montreal. I delivered newspapers around the neighborhood and learned about hustling to find the next clients and the next house to which I could deliver papers. I also learned about discipline because I had to get up early every day and deliver those newspapers on time. I learned about structure and management and how I would optimize my job and my daily routine.

This was a job I had to do myself as well, and had to get creative because as I got more successful, I got more clients, which meant I had more newspapers to carry around. Today, we might not think about those physical newspapers, but when I was young, they were very important. So I got a little wagon and eventually attached it to my bike to deliver it better. And that was part of the hustling of getting creative. The more success you have, the more challenges you do get. Then, you find new creative ways of solving it. And that was just a really important thing early in my career.

Can you tell us about a moment that changed the direction of your career?

One of the most defining moments in my career was early in my journey at Microsoft. I was invited to give a presentation in front of the top executives. As a young professional just starting out, I found myself thinking, “Who am I to present to all these senior executives?” However, I approached this situation with the mindset of, “I have something valuable to bring to the table,” and if I share what I believe is the truth, I’ll have done my job well.

I was not intimidated by the fact that there were 60 people in the room with higher titles or more experience. Instead, I focused on what I knew to be true, based on my experience, and I was committed to delivering a great presentation. That experience taught me how to act and behave like the people in the room—as though I already had the job or the authority. I thought, “What advice would I give if I were in that position?” This approach shifted my focus away from my insecurities and toward the outcomes I wanted to achieve.

This moment was pivotal and laid the foundation for how I approach challenges every day. I constantly strive to learn and improve, asking myself, “What can we do better to drive even more results?”

What is your perspective on making mistakes in the workplace, and how do you approach learning and growth from those experiences?

I make mistakes all the time, and I think that's part of growth—it’s part of success. What's important is what you learn from those experiences and how you grow from them. What would you do differently as a result of those mistakes? Now, you might call it a mistake, a failure, an omission, or a learning opportunity. For me, they’re all growth opportunities, and that's key. Whether it's shipping a feature that took down the whole site and impacted lots of customers or making a mistake in a presentation and losing a deal, as long as you're continuously striving to improve, you’re on the right track.

Even in great moments when you had an amazing experience, there's always an opportunity to ask, “What could I have done better? How could I have delivered an even better result?” That mindset is a crucial part of growth, and as leaders, we should always be looking for the next opportunity to have an even greater impact.

Can you share more about your motto, “care less”?

My motto, which I’ve expressed before as “care less,” can be a little misleading. What I mean is to care deeply about the problem but care less about yourself—specifically, about your personal feelings or how you might be perceived. Sometimes, we self-censor or limit ourselves because we fear looking bad or saying something stupid. I say stupid sh*t all the time, and I don’t always look great. But what I do care deeply about is our customers, I care deeply about the projects I’m working on, and I care deeply about the outcomes we strive to achieve. I try to detach my personal feelings to focus on what’s best for the business. It’s about prioritizing the greater good over individual concerns.

As you care deeply about diversity, equity, and inclusion (DEI), how do you foster an inclusive environment on the product team?

Diversity, equity, and inclusion (DEI) are critical to the success of any company. A team's success enables you to build better products that reflect the customers you’re trying to serve. To me, DEI encompasses a broad range of elements: diversity of experiences, diversity of perspectives, and making sure every person is heard or listened to. We bring that together on the team, where I constantly seek input from others and new ways of approaching problems. Creating an environment where everyone feels comfortable bringing their ideas to the table is important. Embracing each individual's unique qualities and ensuring those are well-represented is crucial.

Why did you decide to join the Amplitude team?

I joined Amplitude for many reasons, with my passion for helping people build better products being one of the biggest. What drew me to Amplitude was the unique combination of using data to build better products. As a builder myself, I now get to build products for people like myself, which is so rewarding. The opportunity to merge multiple passions into one role is rare, and that’s what makes working here so special.

The opportunity that's in front of us is incredible. There's so much more to build, so much more we need to invent, and countless customers we haven't reached yet. When I look at the potential of this company, it feels limitless—it feels like we’re just getting started. The challenge and opportunity are what I want to be part of. I've seen this journey before, and while it’s not easy, it's incredibly rewarding. I want to help grow an incredible company, do it with an incredible team, and do it with amazing customers that we delight and serve every single day. There's nothing more fulfilling than that.

What advice would you give someone aiming to reach the C-suite and proactively work toward that goal?

My number one piece of advice for anyone aiming to grow their career, whether you’re targeting a manager, director, or even C-suite level, is to “act as if” you already have that job. Start thinking about the decisions you’d make, questions or information you’d need, and context you’d consider. Having this mindset not only helps you develop empathy but also broadens your perspective, making you think more strategically.

There are many different paths to reach higher levels, and I always think it’s important to focus on the combination of experience and competencies. Experiences—whether in a startup, large corporation, turnaround situation, or an internal setting—build the foundation of your career. Competencies, such as strategic thinking, leadership impact, and the ability to work on complex, cross-functional projects, are areas you’re continuously improving and constantly working on. But fundamentally, the key is to act as if doing so will help you grow into the role you aspire to and ultimately guide you wherever you want to go.