Jeetu Mahtani

So while Pete is writing his contract with Mark getting his sales role, I'm kind of like standing at the entryway of this hundred square feet office wondering what the heck do I do now? You know, two years later, Brian and the recruitment team reached out and I ended up joining two years later as a sales rep.

I think the one that I would always keep in mind is like international is a huge opportunity for any company. If you look at the S&P 500, which is the 500 largest companies in the US by market cap, half of their revenue comes from outside the US.

I think the one that I would always keep in mind is like international is a huge opportunity for any company. If you look at the S&P 500, which is the 500 largest companies in the US by market cap, half of their revenue comes from outside the US.

I think the one that I would always keep in mind is like international is a huge opportunity for any company. If you look at the S&P 500, which is the 500 largest companies in the US by market cap, half of their revenue comes from outside the US.

So I would be thinking about international like this huge leg of growth, which I think any serious company that's going to be multi-billion someday should be thinking seriously about. The other advice I would give you, and because we went through this, is we were going to open Dublin in 2012. But we shelved the idea because our retention metrics were not great.

So I would be thinking about international like this huge leg of growth, which I think any serious company that's going to be multi-billion someday should be thinking seriously about. The other advice I would give you, and because we went through this, is we were going to open Dublin in 2012. But we shelved the idea because our retention metrics were not great.

So I would be thinking about international like this huge leg of growth, which I think any serious company that's going to be multi-billion someday should be thinking seriously about. The other advice I would give you, and because we went through this, is we were going to open Dublin in 2012. But we shelved the idea because our retention metrics were not great.

Our gross retention was like low 70s. Essentially, the economics were not ready to make that big investment to open an international presence. What is ready, G2, do you think? What I would say is I would look at something like LTV2CAC. Have you figured out how to acquire customers at reasonable CAC and then keep them around through great service so you have great LTV2CAC?

Our gross retention was like low 70s. Essentially, the economics were not ready to make that big investment to open an international presence. What is ready, G2, do you think? What I would say is I would look at something like LTV2CAC. Have you figured out how to acquire customers at reasonable CAC and then keep them around through great service so you have great LTV2CAC?

Our gross retention was like low 70s. Essentially, the economics were not ready to make that big investment to open an international presence. What is ready, G2, do you think? What I would say is I would look at something like LTV2CAC. Have you figured out how to acquire customers at reasonable CAC and then keep them around through great service so you have great LTV2CAC?

In 2012, our LTV2CAC was probably for every dollar we would put in, we would get $2 to $3 back. But we got it closer to four, five, six over time. And I think that was like, all right, we have great product market fit, not just with acquiring customers, but we can keep them around. That's when we decided to pull the plug or go ahead and open Dublin in 2013.

In 2012, our LTV2CAC was probably for every dollar we would put in, we would get $2 to $3 back. But we got it closer to four, five, six over time. And I think that was like, all right, we have great product market fit, not just with acquiring customers, but we can keep them around. That's when we decided to pull the plug or go ahead and open Dublin in 2013.

In 2012, our LTV2CAC was probably for every dollar we would put in, we would get $2 to $3 back. But we got it closer to four, five, six over time. And I think that was like, all right, we have great product market fit, not just with acquiring customers, but we can keep them around. That's when we decided to pull the plug or go ahead and open Dublin in 2013.

I would say it was higher in the earlier years and then plateaued or flattened after we got enough of brand recognition. But it actually did go up in the earlier years. Yeah.

I would say it was higher in the earlier years and then plateaued or flattened after we got enough of brand recognition. But it actually did go up in the earlier years. Yeah.

I would say it was higher in the earlier years and then plateaued or flattened after we got enough of brand recognition. But it actually did go up in the earlier years. Yeah.

There were a couple of things we did that I think were really key to our success. One is when we opened Dublin, it was an expensive investment. And we were like, all right, it's expensive, but it's a big bet for us. So when we opened the office, we actually sent an expat team of five people from the Cambridge office, and we hired five people in Dublin. It was like this one-to-one match, Harry.

There were a couple of things we did that I think were really key to our success. One is when we opened Dublin, it was an expensive investment. And we were like, all right, it's expensive, but it's a big bet for us. So when we opened the office, we actually sent an expat team of five people from the Cambridge office, and we hired five people in Dublin. It was like this one-to-one match, Harry.

There were a couple of things we did that I think were really key to our success. One is when we opened Dublin, it was an expensive investment. And we were like, all right, it's expensive, but it's a big bet for us. So when we opened the office, we actually sent an expat team of five people from the Cambridge office, and we hired five people in Dublin. It was like this one-to-one match, Harry.

It was crazy in those days, but we were like, We're picking the right market. We're hiring with great quality and we're going to give them the right resources. So if it fails, it's not because we didn't do everything we could control. We did everything we could control.