Anish Dhar

I think our philosophy from an early engineering perspective was get things out super quickly, keep iterating on them and optimize for figuring out what the customer will use the most.

I think our philosophy from an early engineering perspective was get things out super quickly, keep iterating on them and optimize for figuring out what the customer will use the most.

I think our philosophy from an early engineering perspective was get things out super quickly, keep iterating on them and optimize for figuring out what the customer will use the most.

But then the interesting thing that happened to our market is that the market awareness grew so quickly and so exponentially that suddenly we started working with organizations that, for example, H&R Block is one of our customers. And H&R Block generally is expecting to buy software that just works from day one, that is very reliable, that is very secure.

But then the interesting thing that happened to our market is that the market awareness grew so quickly and so exponentially that suddenly we started working with organizations that, for example, H&R Block is one of our customers. And H&R Block generally is expecting to buy software that just works from day one, that is very reliable, that is very secure.

But then the interesting thing that happened to our market is that the market awareness grew so quickly and so exponentially that suddenly we started working with organizations that, for example, H&R Block is one of our customers. And H&R Block generally is expecting to buy software that just works from day one, that is very reliable, that is very secure.

Versus an organization like SoFi, who is a little bit more tech forward, who took a bet on us very early on. And so what that has meant from an engineering and scalability perspective is we have to like over the past year and a half, there's just been this intense focus on building from day one products that can scale.

Versus an organization like SoFi, who is a little bit more tech forward, who took a bet on us very early on. And so what that has meant from an engineering and scalability perspective is we have to like over the past year and a half, there's just been this intense focus on building from day one products that can scale.

Versus an organization like SoFi, who is a little bit more tech forward, who took a bet on us very early on. And so what that has meant from an engineering and scalability perspective is we have to like over the past year and a half, there's just been this intense focus on building from day one products that can scale.

And what that means is scale not just to what we were initially used to a few years ago, which was like maybe 10,000 to 50,000 services in catalog, to our catalog needs to be able to support up to 10 million, right? And when we connect to your AWS account, we should be able to import everything very quickly. without any hangups or like UX quirks and things like that.

And what that means is scale not just to what we were initially used to a few years ago, which was like maybe 10,000 to 50,000 services in catalog, to our catalog needs to be able to support up to 10 million, right? And when we connect to your AWS account, we should be able to import everything very quickly. without any hangups or like UX quirks and things like that.

And what that means is scale not just to what we were initially used to a few years ago, which was like maybe 10,000 to 50,000 services in catalog, to our catalog needs to be able to support up to 10 million, right? And when we connect to your AWS account, we should be able to import everything very quickly. without any hangups or like UX quirks and things like that.

And so that has been a bit of a culture shift, but what's been great is the team has really embraced it and it's changed how we do tech spec reviews and just onboard customers as well. We're very intentional about, hey, Cortex should be able to support any customer at any scale. We were lucky that our market grew like that, where it just naturally grew into more enterprise.

And so that has been a bit of a culture shift, but what's been great is the team has really embraced it and it's changed how we do tech spec reviews and just onboard customers as well. We're very intentional about, hey, Cortex should be able to support any customer at any scale. We were lucky that our market grew like that, where it just naturally grew into more enterprise.

And so that has been a bit of a culture shift, but what's been great is the team has really embraced it and it's changed how we do tech spec reviews and just onboard customers as well. We're very intentional about, hey, Cortex should be able to support any customer at any scale. We were lucky that our market grew like that, where it just naturally grew into more enterprise.

So that enterprise readiness has been a big focus and scalability is a big part of that.

So that enterprise readiness has been a big focus and scalability is a big part of that.

So that enterprise readiness has been a big focus and scalability is a big part of that.

I'm most proud of the team that we've hired. I know I spoke a lot about culture, but culture is one of those things that it's hard to quantify. Being a founder, especially in a remote-person environment, it can be hard to know, is the culture working in a sense? Do people feel connected to the mission of the company?

I'm most proud of the team that we've hired. I know I spoke a lot about culture, but culture is one of those things that it's hard to quantify. Being a founder, especially in a remote-person environment, it can be hard to know, is the culture working in a sense? Do people feel connected to the mission of the company?