Ari Salafia

This is an example of us being just really, really intentional about our product roadmap, what's important from a business case standpoint, and most importantly, what's important

important to our customers.

So we take a really high-level approach to start.

What are the things we're hearing from our customers?

What are the things that our internal team wants to see?

What are efficiencies that can be made?

In the brain date that we had just before this, I was talking about how we had a two-month, $100,000 integration project, and now I pay $500 a month to get to 80 times the

Huge, right?

So had I known that that was something that existed, $100,000.

You have to go through some pain sometimes.

But with everything that we do, we always are bringing it back to, will this get us to more customers?

Will it actually make our customers go through

through the process faster?

And will it create more revenue for the business and it will make our employees happy?

It's really easy to want to over-engineer things all the time, get into kind of feature fatigue.

But for us, we've just been really, really disciplined from an engineering standpoint, having to go through a couple of iterations.

So now we just instill a lot more automation

through processes rather than like deep tech inside of our product.

So these are just kind of some screenshots of kind of our quick sprints.

So staying disciplined, yep, easy to slip into next feature.