Allan Thygesen

The first thing is, look, you have to have the right leaders.

And so I attracted some great folks that combined with some of the amazing talent we had here could be leading that effort.

I think we had to articulate a compelling vision, a mission that felt worthwhile and that honored sort of what we had done before, but represented the opportunity and

Sometimes it's better to be lucky than good.

I joined in October 22 and GPT-345 launched a month later and I had some idea of what was going to happen with AI, but obviously that's worked out incredibly well for us.

Then lastly, I think you got to set some,

immediate goals that allows people to feel like they can be successful and and we we set this goal of launching the first part of the suite and in particular launching our this intelligent repository basically a place to store all your agreements that uses ai to extract all the essential data out of them and we agreed on that in august of 22 and we launched a beta by the end of january the following year

And I don't think anybody in product engineering thought that that was possible or a good idea.

I think once we did it, it was such a can-do moment for the company and it was so exciting.

It became the heart of our launch and then we relaunched the company in a big way and

You sort of gradually got all the teams involved through the sales and support teams.

I think the whole company has sort of rallied around that mission and a sense that the transformation is now possible.

You got to articulate a bold vision, but you also got to show them how they can get there.

And having those early proof points was super important.

Yeah, you'll not be surprised to hear that it's gotten more complicated.

But I mean, historically, the way DocuSign has been priced is we sell our electronic signature product sort of in a batches of envelopes basis.

Envelope is basically a collection of documents that are sent for signing.

And that was a good proxy for value, right?

You know, didn't capture how important the document was, but it was sort of a nice, simple model that everybody could understand and that allowed us to scale up.

Well, that obviously doesn't work anymore, given that we're now doing this much broader range of workflows that's not necessarily related to agreement volume.