Akshay Kothari

It actually came about really fast and actually goes back to being cashflow positive and not needing it. I think you sort of are able to do... You're able to break the rules. You're able to break the rules because there's more demand than supply.

It actually came about really fast and actually goes back to being cashflow positive and not needing it. I think you sort of are able to do... You're able to break the rules. You're able to break the rules because there's more demand than supply.

But the reason we raised that round was also, I think was an interesting one where we didn't have a need for $50 million, but we raised it because we saw that the talent was flocking to safety. where all the people we wanted to hire needed some signal to say like, oh, this company is stable and I'm willing to work there.

But the reason we raised that round was also, I think was an interesting one where we didn't have a need for $50 million, but we raised it because we saw that the talent was flocking to safety. where all the people we wanted to hire needed some signal to say like, oh, this company is stable and I'm willing to work there.

But the reason we raised that round was also, I think was an interesting one where we didn't have a need for $50 million, but we raised it because we saw that the talent was flocking to safety. where all the people we wanted to hire needed some signal to say like, oh, this company is stable and I'm willing to work there.

And so in March or April 2020, again, we didn't have the cash needs, but we needed an index and CO2 stamp that I'm putting $50 million in this company that is growing and that actually really helped us recruit and like break that.

And so in March or April 2020, again, we didn't have the cash needs, but we needed an index and CO2 stamp that I'm putting $50 million in this company that is growing and that actually really helped us recruit and like break that.

And so in March or April 2020, again, we didn't have the cash needs, but we needed an index and CO2 stamp that I'm putting $50 million in this company that is growing and that actually really helped us recruit and like break that.

Frankly, I don't know. I think this might sound weird, but I think we're just like not wired that way. Like in some ways.

Frankly, I don't know. I think this might sound weird, but I think we're just like not wired that way. Like in some ways.

Frankly, I don't know. I think this might sound weird, but I think we're just like not wired that way. Like in some ways.

Yeah. In some ways, like there's more cash in Notion's bank today than the history of its race. So it's like in some ways, like we've produced cash. We haven't spent any of it. And some people might look at it and be like, hey, you're not really utilizing the cash that is in hand. Are you being aggressive enough? Yeah. So that's a question people ask.

Yeah. In some ways, like there's more cash in Notion's bank today than the history of its race. So it's like in some ways, like we've produced cash. We haven't spent any of it. And some people might look at it and be like, hey, you're not really utilizing the cash that is in hand. Are you being aggressive enough? Yeah. So that's a question people ask.

Yeah. In some ways, like there's more cash in Notion's bank today than the history of its race. So it's like in some ways, like we've produced cash. We haven't spent any of it. And some people might look at it and be like, hey, you're not really utilizing the cash that is in hand. Are you being aggressive enough? Yeah. So that's a question people ask.

One of the things I learned, this was actually one of my favorite tours of duty inside Notion was when I was running finance for a year. First of all, I thought finance, like at least before I actually worked on it directly, I thought this is just like bookkeeping, stay out of trouble, like stay compliant.

One of the things I learned, this was actually one of my favorite tours of duty inside Notion was when I was running finance for a year. First of all, I thought finance, like at least before I actually worked on it directly, I thought this is just like bookkeeping, stay out of trouble, like stay compliant.

One of the things I learned, this was actually one of my favorite tours of duty inside Notion was when I was running finance for a year. First of all, I thought finance, like at least before I actually worked on it directly, I thought this is just like bookkeeping, stay out of trouble, like stay compliant.

But only if I worked for a year and I sort of got introduced to the whole world of FP&A, biz ops. And I I was like, wow, this is so strategic. And once you get to a certain scale, so Notion got to about 100 million in ARR a couple of years ago, and you realize like, oh, there's all these interesting comps you can look at, public comps that you can measure your performance against as well, right?

But only if I worked for a year and I sort of got introduced to the whole world of FP&A, biz ops. And I I was like, wow, this is so strategic. And once you get to a certain scale, so Notion got to about 100 million in ARR a couple of years ago, and you realize like, oh, there's all these interesting comps you can look at, public comps that you can measure your performance against as well, right?

But only if I worked for a year and I sort of got introduced to the whole world of FP&A, biz ops. And I I was like, wow, this is so strategic. And once you get to a certain scale, so Notion got to about 100 million in ARR a couple of years ago, and you realize like, oh, there's all these interesting comps you can look at, public comps that you can measure your performance against as well, right?