Josh Weisberg

So we did the class of 2015, winter 2015.

And that really kicked it into higher gear where we probably doubled our growth rate after that.

Yes, definitely.

And, and, and, uh, you know, one thing that I learned from YC is that, uh, if you can pick a, the whole mantra is, is kind of, you can grow some metric that's very important to the business 10% week over week, then, you know, you're, you're, you're having some success.

And so they would just kind of

Pick a metric, and then they will rake you over the coals every week and say, how are you doing on that metric?

And that's a lesson we absorbed, and we were able to kind of keep doing and saying, okay, what is it that we're growing?

And that led to our acceleration and growth.

Yeah, it gives you direction and helps you focus.

And then it makes you accountable.

So you look back and all these things that you're doing, because there's a million things to do all the time when you're a small team and you're trying to build something.

And you just know, am I contributing to this thing or not?

And it makes decisions easier.

Sure, yeah, yeah.

And so why... Go ahead.

Remember, we'd gone up market in the year kind of previous.

So there's kind of a bimodal distribution there, if you will, where we had some smaller customers and then we kind of moved into the bigger customer space at that point.

Yeah, so it's a good question and one that we thought about a lot in 2016.

So I think the first decision that Dhruv and I made together and I think was a crucial decision that I would urge every founder to think about is you have this kind of – so your investors are always telling you to grow and telling you, okay, spend that money down.

If you have venture backing, they want signal on that money.