David Rusenko

Um, uh, then, then, then of course, uh, Sequoia, um, and then most recently also Tencent.

So I think, um,

You know, having just a fantastic set of investors around the table means that they're also long term focused and there's no pressure for driving towards an exit or driving towards an outcome that that isn't in the long term.

You know, as far as how we think about growth, you know, I think there's, you know, what I've witnessed is a lot of very suboptimal decision making as far as spending goes.

Very common to get ahead of your skis.

You mean amongst your peers, David?

Exactly.

Yeah.

Very common to just hire too many people.

I think just being deliberate about how you grow the team is just critically important.

I'm very common to just go spend money in a very undisciplined way.

And we've always wanted to spend money smartly.

So so I think, look, we've always said, like, we're going to use this money to invest in growth where it makes sense.

But we're not going to go and spend the money in a very undisciplined sort of foolish way just because we feel like we need to.

I'll start by saying that substantially all of our growth has been via word of mouth.

And I think at the end of the day, if you build a fantastic product, it's not that you build it and they will come.

But the core of all success of any company does come down to the product and does come down to having just a fantastic experience with the product.

I think, you know, for us, a lot of that is driven by the freemium model that drives basically word of mouth.

If there's a couple of things that has to work, it only works.

Number one, if it is driving word of mouth for you, it only works.