Boris Valkov

So when you change the way you hire, you change what the company is capable of doing.

And people might say, hey, but it's easy to hire in those big companies because they're the brand and everyone knows them.

But it actually will be shocked how...

similar it is to hiring a small company.

So, for example, when you're starting a company in LACE, the first engineer that we hired was a CTO of a 150-people company, and he joined us, chief technology officer of a company, and he joined us to help us lay down the foundation, the architecture of the software that we're building.

The second engineer that we hired is a fastest growing engineer at 2,000 people organization from an intern to maximum engineering position in the shortest amount of time.

He joined us.

We have now people from Google at the headquarters in California who worked years at Google and decades of experience.

They joined LACE because they believe in the mission.

So...

I think that the moment everyone realizes that the moment you change the way you hire changes the whole capability of the company.

So hiring is number one.

The team is super critical.

But then product is number two for us, as we already discussed.

So we're obsessed with everything that we produce.

Every screen, we're spending enormous amount of time to design it in a way that we have a metric in the company called pixel to action ratio.

If you build too complex software, it's going to be very hard to use.

If you build a too simple software, it's not going to get the job done.

So you need to find the perfect balance.

And this is where we're spending an enormous amount of time to find the ratio of simplicity to action.