Josh Weisberg

So if you if you poke around Zendesk's financials, you can probably figure out exactly what the leverage is.

But but I think, you know, I think.

What we were able to do is make a decision not to raise a lot of money and try to claim a really high valuation, but rather to build a lot of product.

And we were able to do that in a space where we could solve some difficult technical problems that could then... The biggest lesson I think I took from this experience is that we had thought about pointing our infrastructure at the marketing landscape.

Zendesk came along and was so valuable that your value in an acquisition is what can this particular company do with your technology and how can they apply it to the 100,000 existing Zendesk customers.

That's right.

And people buy you, people buy you for, you know, your product, your technology, they buy you for your distribution.

And we were product, a lot of product that was getting married to really good distribution.

And Zendesk has a really kick ass suite of products itself in a different space.

And so putting those together just created so much leverage.

And I actually still believe, you know, synergy is really hard to find actual synergy.

And I still believe that, um,

After being here for six months, it's real.

It's there.

Yeah, I think it's always frustratingly, everybody wants it to be faster, including us.

Everybody wants to realize the value, but I would say that the opportunity is at least as big

It's more specific where it was fuzzy and it was off in the distance.

Now it's really specific.

So I know why people are going to buy after spending some time with Zendesk customers now.

I know why they would buy a tool that can automate a lot of things which were done manually before.