Jeetu Mahtani

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.

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.

So that was one thing we did is just simply like over invest in the early days to get the right team on the ground with the right help.

So that was one thing we did is just simply like over invest in the early days to get the right team on the ground with the right help.

So that was one thing we did is just simply like over invest in the early days to get the right team on the ground with the right help.

In our world, and I still think it's true, is maybe 10 years ago to do international, like, boy, it's a huge investment. I don't think it's that type of an investment today because you've got much more efficient go-to-market motions like PLG. freemium, and also with digital CS, like you can acquire global customers and be able to service them in a really efficient manner.

In our world, and I still think it's true, is maybe 10 years ago to do international, like, boy, it's a huge investment. I don't think it's that type of an investment today because you've got much more efficient go-to-market motions like PLG. freemium, and also with digital CS, like you can acquire global customers and be able to service them in a really efficient manner.

In our world, and I still think it's true, is maybe 10 years ago to do international, like, boy, it's a huge investment. I don't think it's that type of an investment today because you've got much more efficient go-to-market motions like PLG. freemium, and also with digital CS, like you can acquire global customers and be able to service them in a really efficient manner.

I would as long as your core market has good economics. If your core market doesn't, then hold off like you're not ready to go and go into a completely different region. I would also add when you go international, you're going to get some signals, Harry, like the markets pull you in. It's not like, you know, you wake up one morning and you're like, all right, it's time to go international.

I would as long as your core market has good economics. If your core market doesn't, then hold off like you're not ready to go and go into a completely different region. I would also add when you go international, you're going to get some signals, Harry, like the markets pull you in. It's not like, you know, you wake up one morning and you're like, all right, it's time to go international.

I would as long as your core market has good economics. If your core market doesn't, then hold off like you're not ready to go and go into a completely different region. I would also add when you go international, you're going to get some signals, Harry, like the markets pull you in. It's not like, you know, you wake up one morning and you're like, all right, it's time to go international.

So, for example, in our case, in those days, we had signals with like partners in the UK who were doing great. We were getting inbound leads just not from the U.S., but from lots of English speaking Europe. So in some ways, almost like with the work we were doing in the U.S., it was resonating in other parts of the globe and the market was pulling us in.

So, for example, in our case, in those days, we had signals with like partners in the UK who were doing great. We were getting inbound leads just not from the U.S., but from lots of English speaking Europe. So in some ways, almost like with the work we were doing in the U.S., it was resonating in other parts of the globe and the market was pulling us in.

So, for example, in our case, in those days, we had signals with like partners in the UK who were doing great. We were getting inbound leads just not from the U.S., but from lots of English speaking Europe. So in some ways, almost like with the work we were doing in the U.S., it was resonating in other parts of the globe and the market was pulling us in.

So the market was pulling us in and what we ended up doing is like, all right, before we opened the office, I ended up hiring a bunch of young dads who would show up at 4 a.m. in Cambridge because they wanted to get home at 2 p.m. to be with their kids. And we were like, let's validate that demand. So we were selling early in the morning from Cambridge calling into the UK.

So the market was pulling us in and what we ended up doing is like, all right, before we opened the office, I ended up hiring a bunch of young dads who would show up at 4 a.m. in Cambridge because they wanted to get home at 2 p.m. to be with their kids. And we were like, let's validate that demand. So we were selling early in the morning from Cambridge calling into the UK.

So the market was pulling us in and what we ended up doing is like, all right, before we opened the office, I ended up hiring a bunch of young dads who would show up at 4 a.m. in Cambridge because they wanted to get home at 2 p.m. to be with their kids. And we were like, let's validate that demand. So we were selling early in the morning from Cambridge calling into the UK.

And we proved out that pieces that we can acquire and retain them before we actually ended up opening Dublin in 2013.

And we proved out that pieces that we can acquire and retain them before we actually ended up opening Dublin in 2013.

And we proved out that pieces that we can acquire and retain them before we actually ended up opening Dublin in 2013.