Anish Dhar

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.

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.

And so we're very intentional about, especially like the first 10 people we hired, since we knew that would ultimately set the tone for the characteristics for the rest of the company, the culture that we would build. And so there are a few things that are really important to us. The first is a high degree of self-awareness.

And so we're very intentional about, especially like the first 10 people we hired, since we knew that would ultimately set the tone for the characteristics for the rest of the company, the culture that we would build. And so there are a few things that are really important to us. The first is a high degree of self-awareness.

And so we're very intentional about, especially like the first 10 people we hired, since we knew that would ultimately set the tone for the characteristics for the rest of the company, the culture that we would build. And so there are a few things that are really important to us. The first is a high degree of self-awareness.

I've always really valued people who are self-aware because not only do they understand their strengths, but they know their weaknesses and can lean on others around them to become stronger. There's also, I think, a high degree of self-awareness leads to people who are more humble. We have no asshole policy, which I think has been great.

I've always really valued people who are self-aware because not only do they understand their strengths, but they know their weaknesses and can lean on others around them to become stronger. There's also, I think, a high degree of self-awareness leads to people who are more humble. We have no asshole policy, which I think has been great.

I've always really valued people who are self-aware because not only do they understand their strengths, but they know their weaknesses and can lean on others around them to become stronger. There's also, I think, a high degree of self-awareness leads to people who are more humble. We have no asshole policy, which I think has been great.

And I've always really enjoyed working with people like that, especially when it comes to people in the leadership position. And so that's really maybe the most important trait that we look for. And the second trait is people with a chip on their shoulder.

And I've always really enjoyed working with people like that, especially when it comes to people in the leadership position. And so that's really maybe the most important trait that we look for. And the second trait is people with a chip on their shoulder.

And I've always really enjoyed working with people like that, especially when it comes to people in the leadership position. And so that's really maybe the most important trait that we look for. And the second trait is people with a chip on their shoulder.

So maybe it was someone who got passed on for a promotion or someone who worked at a company that didn't maybe realize its full potential, but they're hungry now for that second opportunity to just join a rocket ship that is going to win. It really creates this incredible energy when you talk to people like that. Even when you're in a Zoom meeting, but everyone is just so motivated to win.

So maybe it was someone who got passed on for a promotion or someone who worked at a company that didn't maybe realize its full potential, but they're hungry now for that second opportunity to just join a rocket ship that is going to win. It really creates this incredible energy when you talk to people like that. Even when you're in a Zoom meeting, but everyone is just so motivated to win.

So maybe it was someone who got passed on for a promotion or someone who worked at a company that didn't maybe realize its full potential, but they're hungry now for that second opportunity to just join a rocket ship that is going to win. It really creates this incredible energy when you talk to people like that. Even when you're in a Zoom meeting, but everyone is just so motivated to win.

I think it just creates a dynamic where it feels like you can't even lose. And the momentum, When you do win, just adds to each other. And so I think those two traits have the most important from like the early days and how we tried to hire people.

I think it just creates a dynamic where it feels like you can't even lose. And the momentum, When you do win, just adds to each other. And so I think those two traits have the most important from like the early days and how we tried to hire people.

I think it just creates a dynamic where it feels like you can't even lose. And the momentum, When you do win, just adds to each other. And so I think those two traits have the most important from like the early days and how we tried to hire people.

A lot of the early adopters of Cortex inherently understood that we were a startup. Obviously, they were buying from a seed state series A company. And so they were a lot more OK with UX quirks or slowness in the product. Like we definitely did not build a product for a large scale from day one.

A lot of the early adopters of Cortex inherently understood that we were a startup. Obviously, they were buying from a seed state series A company. And so they were a lot more OK with UX quirks or slowness in the product. Like we definitely did not build a product for a large scale from day one.

A lot of the early adopters of Cortex inherently understood that we were a startup. Obviously, they were buying from a seed state series A company. And so they were a lot more OK with UX quirks or slowness in the product. Like we definitely did not build a product for a large scale from day one.