Alex Wiltschko

And we got to raise a big set of rounds.

I mean, yeah.

And just like the absolute scale of funding was like huge compared to prior art, right?

Like now, I mean, you can raise like a hundred billion, you know, like if you're opening eye, but like at the time, like, you know, we raised, you know, our first, our first unicorn round was like a hundred million dollar round.

And we raised like another like couple hundred.

And then like a few hundred more.

And then like our big round was our series F, which was like kind of at the peak of like the markets, uh, raised 700 plus million and in that round and an 11 billion, 11 billion valuation.

And you know, we still have like all of that money on the balance sheet and we're now like cashflow positive.

So I think like, you know, it was kind of a fun, well,

Fun, fun time to like, you know, kind of get to like ride that wave.

And then, you know, but like I, I always, I think for myself knew like, you know, you have to build like a durable business.

Right.

And so like valuations are going to like rise and fall.

It's just going to be like macro, but like,

you know, ultimately either we build a great enduring business or we don't.

And if we don't, then like, you know, you could be like a flash in the pan.

Right.

So I think we were always like trying to focus and I tried to focus on like, what do we actually need to do to like, you know, compound growth, like go after the enterprise, obviously at the time, especially like,

it was clear that was like the move, right?

You get PLG, but eventually you have to go into the enterprise and win like these big multimillion dollar contracts, like become a really sticky system within these larger companies.