Ashwin Agrawal

those seams that burst.

And what can we be doing longer term to make sure that doesn't happen?

And how do we scale?

There have been learnings at each of the failure points.

For example, the first time that happened, it was this aspect about people, like how much services and how much technology.

And so we then started building a lot more tech and reducing the reliance on people.

Then another failure point we had was there was a typhoon in the Philippines.

The Philippines has a lot of typhoons.

So anybody who has operations there realizes that that can be very disruptive.

I then diversified to other countries so that we could have some failover plans and be able to scale more effectively.

Then other places we've had issues with operations and delivery and there I've built a lot of systems internally and instead of relying on third-party SaaS systems, both for cost reasons but also for scalability, I've built my own homegrown

to get more of that customer 360, to have more control on exactly what to build, less training baggage on our teams, on myself, and having more access to data so that we can be more streamlined.

I think at this point, we've done with that journey.

I think the other thing that has always...

led me into scalability is the business metric of profitability.

Because you realize that if you're not scalable, your margins get extremely impacted.

And if you're building a business that is well run and well designed, not only are you solving for scalability, but you're also solving for expanded margins when you grow.

So that has been another sort of way that

I've always had a reason to think about it because unscalable businesses are often unprofitable.

I think the best part about Mobius