Brian Carbaugh

It isn't something you wanna be changing every quarter or you're gonna give yourselves and your company whiplash.

So you wanna revalidate that product North Star and make sure that that is in fact the direction in which we need to be going.

And then for us as a leadership team, decisions that we make in terms of hiring, staffing, where we're investing our capital, our human capital, where we're investing our financial capital, that all has to tie into sort of what is that roadmap?

What is that product Northstar?

And what are we hearing in terms of customer feedback?

One of the things I'll add there, too, is because from the very beginning we wanted to build a platform, as I said, we wanted to build something that solved problems in the toughest enterprises.

So highly regulated industries like financial services, the national security space, critical infrastructure.

We knew going into that, like we've got to be able to take a strategic approach to this.

And you've got to be able to listen to some of those buyers because they can become some of your most effective sort of advisors in some ways.

That roadmap is super, super important.

We find ourselves going back to it a lot.

Like I said, we're doing monthly reviews to make sure that we're on track, but we're not too rigidly adhering to that roadmap because I think

In that too, there's going to be risks.

So the way forward matters, the technology, the environment is changing so fast.

Just look over the last few weeks here with the, you saw tremors in the market with what Plot is doing.

You hear feedback from investors, you hear feedback from others.

It's the death of SaaS.

It's none of those things, but it certainly can cause you and should, if you're on a leadership team, to make sure you're revalidating your fundamental principles.

You're looking at that product Northstar and you're able to be dynamic as the market is going to be dynamic as well.

Team dynamics, I could nerd out on that for a long time.