既然NetSuite已经解决了一些招聘问题，尼尔森和直接向他汇报的雷奥米将精力转向了如何留住人才以及员工培训这些问题上。要问重大的挑战是什么？那就是，如何将公司零散的文化传递给物理距离越来越远的员工。（它在10个国家有14处办事处，其中包括捷克。）现在，雷奥米正在开发一组在线工具，希望帮助新员工尽快适应新的环境。针对最高管理层的领导力会议也在计划之中。

    培训不光是针对新人：尼尔森本人也在接受教练的培训，希望能完善自己的领导方式。“不怎么习惯，”他承认，但这样的培训有助于他从一家初创企业的CEO逐步转型至领导一家规模大很多的公司，这恐怕也是很多管理者乐意拥有的烦恼。

    Now that NetSuite has addressed some of its hiring issues, Nelson and Réaume -- who reports directly to the CEO -- have turned to retention and employee training. The big challenge? How to impart the company's scrappy culture to increasingly far-flung employees. (It has 14 offices in 10 countries, including the Czech Republic.) Réaume is developing a set of online tools to help newcomers get onboard. A leadership conference for top management is in the works.

    Training isn't just for newbies: Nelson is also working with a coach to help him evolve his leadership style. "It's uncomfortable," he admits, but the coaching is helping him make the transition from being a startup CEO to running a much larger organization -- another problem a lot of executives would love to have.