Brian Carbaugh

I was having a conversation with someone who's in the human capital business, and she's really top tier in placing C-suite leaders in portfolio companies of one of the country's largest private equity firms.

And I asked her, I said, what do you see?

You've been doing this for years.

You're placing people in these super consequential jobs and C-suite roles.

What do you see as a common characteristic across the teams that are the most high performing teams and companies that win?

And what she said was the teams that have a super diligent focus on the top three priorities and the whole company knows what those priorities are.

And if it's not in those top three priorities, then you're out.

We'll get to that later.

So for us, when we look at the roadmap,

We as any other startup would have to be really out of business.

You have to be focused on what are our priorities.

For us, with full credit to Billy McMillan and to Alex, we have had a product North Star roadmap from the very beginning.

We iterate with our earliest design partners.

We iterate with our customers.

We have a customer advisory board.

on whom we rely, people who are senior in this space to see and bounce things off them, right?

Is this product moving in the right direction?

Is the platform moving in the right direction?

So I think one, have that roadmap, you have to.

Two, have that product North Star and don't too rigidly adhere to that.