Akshay Kothari

I think the thing I would say about Sequoia, having gotten to work with them more in the last few years, is that similar to how we demand excellence from our employees, I think they demand excellence from their companies. And so if you like that pressure, if you like... wanting to build a generational company, I think you get the best set of questions from them.

I think the thing I would say about Sequoia, having gotten to work with them more in the last few years, is that similar to how we demand excellence from our employees, I think they demand excellence from their companies. And so if you like that pressure, if you like... wanting to build a generational company, I think you get the best set of questions from them.

I think the thing I would say about Sequoia, having gotten to work with them more in the last few years, is that similar to how we demand excellence from our employees, I think they demand excellence from their companies. And so if you like that pressure, if you like... wanting to build a generational company, I think you get the best set of questions from them.

You get a lot of really nuanced feedback and data points from them. Right now, we work with Pat Grady. I mean, Pat has seen literally every generational SaaS company closely, like really closely. And everything is memory. So he can essentially tell you, you are where...

You get a lot of really nuanced feedback and data points from them. Right now, we work with Pat Grady. I mean, Pat has seen literally every generational SaaS company closely, like really closely. And everything is memory. So he can essentially tell you, you are where...

You get a lot of really nuanced feedback and data points from them. Right now, we work with Pat Grady. I mean, Pat has seen literally every generational SaaS company closely, like really closely. And everything is memory. So he can essentially tell you, you are where...

And actually, one of the things that I've also realized is like, it's not just like business performance. I remember one quarter where we missed our, this was maybe like a year and a half ago or something where we missed a quarter where we sort of like missed our number. I remember, you know, saying like, oh, you know, here are like seven things we're doing to like close the number gap.

And actually, one of the things that I've also realized is like, it's not just like business performance. I remember one quarter where we missed our, this was maybe like a year and a half ago or something where we missed a quarter where we sort of like missed our number. I remember, you know, saying like, oh, you know, here are like seven things we're doing to like close the number gap.

And actually, one of the things that I've also realized is like, it's not just like business performance. I remember one quarter where we missed our, this was maybe like a year and a half ago or something where we missed a quarter where we sort of like missed our number. I remember, you know, saying like, oh, you know, here are like seven things we're doing to like close the number gap.

And I remember both Mike Vernal and Pat said, I think you guys are thinking about this wrong. The question is not whether you can hit this quarter or not. The question is whether you can actually really scale this product to 100 million users and beyond, because that's the future we see with Notion.

And I remember both Mike Vernal and Pat said, I think you guys are thinking about this wrong. The question is not whether you can hit this quarter or not. The question is whether you can actually really scale this product to 100 million users and beyond, because that's the future we see with Notion.

And I remember both Mike Vernal and Pat said, I think you guys are thinking about this wrong. The question is not whether you can hit this quarter or not. The question is whether you can actually really scale this product to 100 million users and beyond, because that's the future we see with Notion.

It was a good reminder where it's like, wow, they sort of believe in this long term mission and they're sort of the long termism is sort of like helped us recalibrate in terms of what we should do.

It was a good reminder where it's like, wow, they sort of believe in this long term mission and they're sort of the long termism is sort of like helped us recalibrate in terms of what we should do.

It was a good reminder where it's like, wow, they sort of believe in this long term mission and they're sort of the long termism is sort of like helped us recalibrate in terms of what we should do.

These rounds were low dilution. I think there's essentially 2% to 3% ownership that we gave out. We were able to essentially not give out board seats. We were able to do it in a way that felt like we could almost recruit a board in the future, which we wanted to do not just because someone is investing money, but someone who could be a long-term board member for us.

These rounds were low dilution. I think there's essentially 2% to 3% ownership that we gave out. We were able to essentially not give out board seats. We were able to do it in a way that felt like we could almost recruit a board in the future, which we wanted to do not just because someone is investing money, but someone who could be a long-term board member for us.

These rounds were low dilution. I think there's essentially 2% to 3% ownership that we gave out. We were able to essentially not give out board seats. We were able to do it in a way that felt like we could almost recruit a board in the future, which we wanted to do not just because someone is investing money, but someone who could be a long-term board member for us.

So actually, like, this is something we've been thinking a lot about. And actually, it's actually not that different from thinking about recruiting an executive team. There's like five seats that we would want to fill. I think I would want one person to be like a CEO whisperer, almost like a CEO coach, ideally, like a former CEO who's done that job.

So actually, like, this is something we've been thinking a lot about. And actually, it's actually not that different from thinking about recruiting an executive team. There's like five seats that we would want to fill. I think I would want one person to be like a CEO whisperer, almost like a CEO coach, ideally, like a former CEO who's done that job.