Jeetu Mahtani

There are a couple I'll give you. One is, interestingly, there are markets like Brazil, India, that are starting to get pretty attractive. But to succeed in those markets, you need to think about local talent, you need to think about currencies. And now we're starting to get more serious about those markets. We have a bunch of great activity happening in India.

There are a couple I'll give you. One is, interestingly, there are markets like Brazil, India, that are starting to get pretty attractive. But to succeed in those markets, you need to think about local talent, you need to think about currencies. And now we're starting to get more serious about those markets. We have a bunch of great activity happening in India.

There are a couple I'll give you. One is, interestingly, there are markets like Brazil, India, that are starting to get pretty attractive. But to succeed in those markets, you need to think about local talent, you need to think about currencies. And now we're starting to get more serious about those markets. We have a bunch of great activity happening in India.

So that would be one that I wish we started a little earlier is thinking about like countries and the entity strategy. The other one that I wish we started sooner is there was a point, Harry, that we were getting MRR from 150 countries. It was nuts. Like there was revenue coming from every country.

So that would be one that I wish we started a little earlier is thinking about like countries and the entity strategy. The other one that I wish we started sooner is there was a point, Harry, that we were getting MRR from 150 countries. It was nuts. Like there was revenue coming from every country.

So that would be one that I wish we started a little earlier is thinking about like countries and the entity strategy. The other one that I wish we started sooner is there was a point, Harry, that we were getting MRR from 150 countries. It was nuts. Like there was revenue coming from every country.

And it got really hard from an investment standpoint to prioritize like, hey, how do we like keep growing when we have MRR and demands from all these countries? So what we decided to do over time is like, we're going to take a portfolio strategy, which is like there are 150 countries, but which are the countries we want to be number one or number two, not number three, number one or number two.

And it got really hard from an investment standpoint to prioritize like, hey, how do we like keep growing when we have MRR and demands from all these countries? So what we decided to do over time is like, we're going to take a portfolio strategy, which is like there are 150 countries, but which are the countries we want to be number one or number two, not number three, number one or number two.

And it got really hard from an investment standpoint to prioritize like, hey, how do we like keep growing when we have MRR and demands from all these countries? So what we decided to do over time is like, we're going to take a portfolio strategy, which is like there are 150 countries, but which are the countries we want to be number one or number two, not number three, number one or number two.

So we call them like accelerated growth countries. And there were only seven countries that made up that accelerated growth. And then there was a second bucket that we called steady growth that would get like what we would call run rate investments. And then a third bucket that was like more like partner led efficient growth.

So we call them like accelerated growth countries. And there were only seven countries that made up that accelerated growth. And then there was a second bucket that we called steady growth that would get like what we would call run rate investments. And then a third bucket that was like more like partner led efficient growth.

So we call them like accelerated growth countries. And there were only seven countries that made up that accelerated growth. And then there was a second bucket that we called steady growth that would get like what we would call run rate investments. And then a third bucket that was like more like partner led efficient growth.

So we did that in a later stage where we were like, we can't keep operating like this. We only have finite budgets and we need to think of it as a portfolio where there is a small group of stocks and countries that we got to like win and be number one or number two.

So we did that in a later stage where we were like, we can't keep operating like this. We only have finite budgets and we need to think of it as a portfolio where there is a small group of stocks and countries that we got to like win and be number one or number two.

So we did that in a later stage where we were like, we can't keep operating like this. We only have finite budgets and we need to think of it as a portfolio where there is a small group of stocks and countries that we got to like win and be number one or number two.

Germany was hard, but we knew what we had to do, which is what I mentioned earlier. It's like, if you're thinking about a non-English country, think about your demand even before you go and open an office. Like I would almost hire a marketer before you actually hire your first sales rep, maybe 18 to 24 months in advance. So they can get the award. That's interesting. Why would you do that?

Germany was hard, but we knew what we had to do, which is what I mentioned earlier. It's like, if you're thinking about a non-English country, think about your demand even before you go and open an office. Like I would almost hire a marketer before you actually hire your first sales rep, maybe 18 to 24 months in advance. So they can get the award. That's interesting. Why would you do that?

Germany was hard, but we knew what we had to do, which is what I mentioned earlier. It's like, if you're thinking about a non-English country, think about your demand even before you go and open an office. Like I would almost hire a marketer before you actually hire your first sales rep, maybe 18 to 24 months in advance. So they can get the award. That's interesting. Why would you do that?

And how would you structure that? The way I would think about it is like, why would you have sales reps showing up at an expensive office with no leads and purely cold calling? Like that's not the most efficient way to set up your team for success.

And how would you structure that? The way I would think about it is like, why would you have sales reps showing up at an expensive office with no leads and purely cold calling? Like that's not the most efficient way to set up your team for success.