Anish Dhar

But then the question becomes, how do you keep that up to date? The next question naturally after you get the data in the catalog is, okay, what do I do with it? How do I get engineers to care about it?

And the question that actually we came to that a lot of these prospects were trying to solve, which was actually much harder to solve than gathering the data was, how do we get engineers to care about best practices from a reliability or security perspective or operational maturity perspective using the data that's inside of the catalog?

And the question that actually we came to that a lot of these prospects were trying to solve, which was actually much harder to solve than gathering the data was, how do we get engineers to care about best practices from a reliability or security perspective or operational maturity perspective using the data that's inside of the catalog?

And the question that actually we came to that a lot of these prospects were trying to solve, which was actually much harder to solve than gathering the data was, how do we get engineers to care about best practices from a reliability or security perspective or operational maturity perspective using the data that's inside of the catalog?

That was just a light bulb moment for us because what we found was there's the developers who look at the catalog, but then there were practitioners within the engineering team like SREs or security engineers who were trying to get developers to follow those best practices, to care about things like production readiness or security standards.

That was just a light bulb moment for us because what we found was there's the developers who look at the catalog, but then there were practitioners within the engineering team like SREs or security engineers who were trying to get developers to follow those best practices, to care about things like production readiness or security standards.

That was just a light bulb moment for us because what we found was there's the developers who look at the catalog, but then there were practitioners within the engineering team like SREs or security engineers who were trying to get developers to follow those best practices, to care about things like production readiness or security standards.

But the way they were doing that were creating these massive spreadsheets that had

But the way they were doing that were creating these massive spreadsheets that had

But the way they were doing that were creating these massive spreadsheets that had

all of your services and who owned them basically like what the catalog was but then also is your service have an on-call rotation and the meaning is ethos from datadog and obviously like it's hosted in confluence somewhere developers are not looking at it it's impossible to enforce and then even harder to create that culture and so that led us to building our second product which was scorecards

all of your services and who owned them basically like what the catalog was but then also is your service have an on-call rotation and the meaning is ethos from datadog and obviously like it's hosted in confluence somewhere developers are not looking at it it's impossible to enforce and then even harder to create that culture and so that led us to building our second product which was scorecards

all of your services and who owned them basically like what the catalog was but then also is your service have an on-call rotation and the meaning is ethos from datadog and obviously like it's hosted in confluence somewhere developers are not looking at it it's impossible to enforce and then even harder to create that culture and so that led us to building our second product which was scorecards

Scorecards are basically a way to enforce best practices and then drive engineers to essentially follow standards and incentivize them on what does good and great look like in terms of service quality. And we started targeting our demos a lot more to SREs. That's really where we were able to scale out the company, get our first actually meaningful sales.

Scorecards are basically a way to enforce best practices and then drive engineers to essentially follow standards and incentivize them on what does good and great look like in terms of service quality. And we started targeting our demos a lot more to SREs. That's really where we were able to scale out the company, get our first actually meaningful sales.

Scorecards are basically a way to enforce best practices and then drive engineers to essentially follow standards and incentivize them on what does good and great look like in terms of service quality. And we started targeting our demos a lot more to SREs. That's really where we were able to scale out the company, get our first actually meaningful sales.

It was a great from like iteration process to basically finding ultimately product market fit in terms of, hey, what is actually a emotional pain that people are looking to when they buy a developer portal?

It was a great from like iteration process to basically finding ultimately product market fit in terms of, hey, what is actually a emotional pain that people are looking to when they buy a developer portal?

It was a great from like iteration process to basically finding ultimately product market fit in terms of, hey, what is actually a emotional pain that people are looking to when they buy a developer portal?

Culture is super important to myself and my co-founders as well. Obviously, coming from Uber, it was a crash course on how to mess up your culture in a lot of ways. And so I learned a lot in terms of how culture impacts the work that people do and how they feel connected to their work.