Anand Kulkarni

And then we take a look at what steps we need to carry out to improve those capabilities in a place that's going to have the biggest impact for our customers based on what our customers tell us that they think they want. and on the metrics that we have in our own forecast for how this works.

When we talk about requirements capture, turning a code base into requirements, we have a core metric of accuracy that we look at, and we have an internal mandate that we have to be the most accurate capture tool in the market. Out of a candidate list of activities we can carry out, we can look at pipeline investments, we can look at ways to speed up the import process so that we can do more runs.

When we talk about requirements capture, turning a code base into requirements, we have a core metric of accuracy that we look at, and we have an internal mandate that we have to be the most accurate capture tool in the market. Out of a candidate list of activities we can carry out, we can look at pipeline investments, we can look at ways to speed up the import process so that we can do more runs.

When we talk about requirements capture, turning a code base into requirements, we have a core metric of accuracy that we look at, and we have an internal mandate that we have to be the most accurate capture tool in the market. Out of a candidate list of activities we can carry out, we can look at pipeline investments, we can look at ways to speed up the import process so that we can do more runs.

We can also look at ways that we can present more information back to the user about potential issues with their import. We rank each of those things, we take input from customers, and then we decide, based on that information, what is the biggest priority that we should carry out that's going to have the biggest impact on this one metric that matters for the business.

We can also look at ways that we can present more information back to the user about potential issues with their import. We rank each of those things, we take input from customers, and then we decide, based on that information, what is the biggest priority that we should carry out that's going to have the biggest impact on this one metric that matters for the business.

We can also look at ways that we can present more information back to the user about potential issues with their import. We rank each of those things, we take input from customers, and then we decide, based on that information, what is the biggest priority that we should carry out that's going to have the biggest impact on this one metric that matters for the business.

But you can see that it's all informed by data and it's informed by customer input.

But you can see that it's all informed by data and it's informed by customer input.

But you can see that it's all informed by data and it's informed by customer input.

We've got a lot of great people here at Cribotics. My CTO, Charles, has been with the company almost since its first year. He's really one of the technical visionaries behind what we build in code to spec. He, like me, has this enduring curiosity and passion for how to do work at the bleeding edge of LLMs. And he, like me, spends a lot of time thinking about what that looks like.

We've got a lot of great people here at Cribotics. My CTO, Charles, has been with the company almost since its first year. He's really one of the technical visionaries behind what we build in code to spec. He, like me, has this enduring curiosity and passion for how to do work at the bleeding edge of LLMs. And he, like me, spends a lot of time thinking about what that looks like.

We've got a lot of great people here at Cribotics. My CTO, Charles, has been with the company almost since its first year. He's really one of the technical visionaries behind what we build in code to spec. He, like me, has this enduring curiosity and passion for how to do work at the bleeding edge of LLMs. And he, like me, spends a lot of time thinking about what that looks like.

We've got a number of strong folks up and down the staff. In terms of what we look for, I look at a handful of things to help me assess if folks are really strong, but belief in the strategy, the vision, willingness to push hard. And of course, I also tell people, we're signing up for a home run here.

We've got a number of strong folks up and down the staff. In terms of what we look for, I look at a handful of things to help me assess if folks are really strong, but belief in the strategy, the vision, willingness to push hard. And of course, I also tell people, we're signing up for a home run here.

We've got a number of strong folks up and down the staff. In terms of what we look for, I look at a handful of things to help me assess if folks are really strong, but belief in the strategy, the vision, willingness to push hard. And of course, I also tell people, we're signing up for a home run here.

You should be prepared for what that will take in terms of investment of your own effort and energy. And you should be driven and motivated by that as an upside and reward. And that combination, when paired with raw intelligence, ends up making for a really powerful team.

You should be prepared for what that will take in terms of investment of your own effort and energy. And you should be driven and motivated by that as an upside and reward. And that combination, when paired with raw intelligence, ends up making for a really powerful team.

You should be prepared for what that will take in terms of investment of your own effort and energy. And you should be driven and motivated by that as an upside and reward. And that combination, when paired with raw intelligence, ends up making for a really powerful team.

I'm really happy to say that the folks that we have here are some of the folks that I've been very proud to work with and alongside. You really want to have great co-workers in the trenches there with you. And that's something we've been able to do.