Anish Dhar

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?

Are people motivated to work because of the people that work with them on the team? But we have these quarterly off-sites where we actually fly out the entire company to some location and really bond over a week and do in-person working sessions.

Are people motivated to work because of the people that work with them on the team? But we have these quarterly off-sites where we actually fly out the entire company to some location and really bond over a week and do in-person working sessions.

Are people motivated to work because of the people that work with them on the team? But we have these quarterly off-sites where we actually fly out the entire company to some location and really bond over a week and do in-person working sessions.

And this past one we had in New York, the one thing everyone consistently told me when I asked them for feedback or when I spoke to them was how much they feel connected to this idea that we're building something bigger than any one of us and how excited they are by the market and the potential and this fierce competitiveness to win.

And this past one we had in New York, the one thing everyone consistently told me when I asked them for feedback or when I spoke to them was how much they feel connected to this idea that we're building something bigger than any one of us and how excited they are by the market and the potential and this fierce competitiveness to win.

And this past one we had in New York, the one thing everyone consistently told me when I asked them for feedback or when I spoke to them was how much they feel connected to this idea that we're building something bigger than any one of us and how excited they are by the market and the potential and this fierce competitiveness to win.

It's really heartwarming to see that that really intentional culture that we built around like the first like 10 to 20 people has permeated itself. And now as we approach 100 people, it's more real than ever. And it's something that people actively talk about. It energizes them. It gets them motivated to work every day.

It's really heartwarming to see that that really intentional culture that we built around like the first like 10 to 20 people has permeated itself. And now as we approach 100 people, it's more real than ever. And it's something that people actively talk about. It energizes them. It gets them motivated to work every day.

It's really heartwarming to see that that really intentional culture that we built around like the first like 10 to 20 people has permeated itself. And now as we approach 100 people, it's more real than ever. And it's something that people actively talk about. It energizes them. It gets them motivated to work every day.

One of the mistakes that we made early on was, and I think every founder has experienced this, it's like the first time we made a hiring mistake. I think we made that mistake because we had been looking for the specific role for a long time. And when you're recruiting and you keep saying no to people and it's been like six months and the role is still open, it starts to wear on you a bunch.

One of the mistakes that we made early on was, and I think every founder has experienced this, it's like the first time we made a hiring mistake. I think we made that mistake because we had been looking for the specific role for a long time. And when you're recruiting and you keep saying no to people and it's been like six months and the role is still open, it starts to wear on you a bunch.

One of the mistakes that we made early on was, and I think every founder has experienced this, it's like the first time we made a hiring mistake. I think we made that mistake because we had been looking for the specific role for a long time. And when you're recruiting and you keep saying no to people and it's been like six months and the role is still open, it starts to wear on you a bunch.

And suddenly the criteria or like how stringent you were when it came to culture or maybe even like a technical phone screen starts to dip. And I think that happens naturally to a lot of people, especially like a team that's like really different. aggressively trying to recruit.

And suddenly the criteria or like how stringent you were when it came to culture or maybe even like a technical phone screen starts to dip. And I think that happens naturally to a lot of people, especially like a team that's like really different. aggressively trying to recruit.

And suddenly the criteria or like how stringent you were when it came to culture or maybe even like a technical phone screen starts to dip. And I think that happens naturally to a lot of people, especially like a team that's like really different. aggressively trying to recruit.

And so we hired someone who maybe we had said we would have said no to six months ago, just because we needed desperately to fill that role. Within the first three months, it became very that this person wasn't a good fit, but both from a cultural perspective and just the skill set that they had. Which is fine, right? That just happens when you're growing quickly.

And so we hired someone who maybe we had said we would have said no to six months ago, just because we needed desperately to fill that role. Within the first three months, it became very that this person wasn't a good fit, but both from a cultural perspective and just the skill set that they had. Which is fine, right? That just happens when you're growing quickly.

And so we hired someone who maybe we had said we would have said no to six months ago, just because we needed desperately to fill that role. Within the first three months, it became very that this person wasn't a good fit, but both from a cultural perspective and just the skill set that they had. Which is fine, right? That just happens when you're growing quickly.

But I think the downside of that was when you have a bunch of A players who are operating at the highest level, they immediately can tell when there's, let's call it a B player in the room. It really demotivates, I think, a lot of people because they're putting their 150% in and suddenly there's this person who's not in the same boat. And I think it really is a big distraction.