Jason Andrew

And so, again, it was really some of these relationships that gave the insight in terms of making these huge shifts every time that I felt like I didn't know where to go or what we were doing in terms of building the company.

Pete then made an introduction to a third person who was probably the fifth employee at Guidewire.

She ended up joining our board and was instrumental in how we got to the point where we had to make a product change later on as we went there.

So fast forward then to about 2017, we raised our series B. And at that point in time, we were trying to figure out

how to really penetrate this market.

And I started getting concerned because now, as I looked at our competitors, they had all on average been in the market for about 27 years and had raised on average about a hundred million dollars compared to at that time we had raised about 10.

And so I went to the board and we started looking at it and saying, look, we're going to, if we're going to be able to scale, this is going to take us a ton more money, a ton more time

and the market seemed to be getting more and more competitive.

Uh, and I started getting concerned that we weren't going to be able to execute on that.

We had a fairly immature product.

We had now had five carrier customers and we had a really good brand in terms of the work.

So we raised a series C. So now we raised $30 million.

This is towards the end of 18 and I hired an executive team, one of which was a really seasoned product leader who had said, look, we've got,

products in three different categories right now.

And we have to really focus if we're going to cross the chasm and make it as a company.

So we shifted over the next 12 months.

This is about six years in from waterfall to agile.

We had 405 customers, 400 in the broker channel and five in the carrier.

So we cut off completely the broker channel, which was really scary and got rid of 400 customers.

We