Bassem Handy

So we're in there burning a million a month.

And you go to every board meeting, they'll like grow fast.

We're also growing like 150%.

So you're in there and you're like, Hey, let's burn, let's grow, grow and burn, grow and burn.

I mean, it all came from the DNA at Procore, right?

So, you know, I'd go into board meeting and say, Hey, my CAC is lower this month and they're like, or this quarter.

And they're like, why?

Go spend more.

So, you know, the VCs really did stoke a lot of the fires and then they just slammed on the brakes.

I don't even know if VCs exist anymore post seed, thanks to David Sachs and the All In podcast, like go for the seed.

So funny thing is when you do that, a lot of our vintage disappeared, like a huge amount of our vintage disappeared because if you're burning and you can't slam on the brakes, make tough decisions, cut and have product market fit at that moment, then you have a problem, right?

And nobody knew whether or not we would survive in post the contraction.

So we were, we have great insiders, right?

So they, they did, Hey, let's do this.

Let's forget about the C for now let's fund.

And we did, you know, we added a couple of extra strategics let's fund and we did, and let's figure out what's going on.

So first thing we did was really take a good hard look at the group thing that had been produced around our company.

I think when you're growing, we have about 350 employees.

When you're growing and you're selling multiple- What year was that, Basim?

Oh, 21, mid-21, mid to late 21.