Luis Von Ahn

Ah, yeah. So we have functions. There's the marketing function. There's the engineering function. There is the product management function, design, et cetera. So we have functions, and each function has a function head. To give you a relative idea of sizes of functions, engineering, product management, and design combined account for about 70% of our employees.

Design is weirdly large for our company. Our number of employees total is 850. We have about 130 people in the design department. So design is large, but we have engineering, product, and design account for about 70%. So that's the people working on the product. And now, if you look at that group, the people working on the product, that is structured into these things we call areas.

Design is weirdly large for our company. Our number of employees total is 850. We have about 130 people in the design department. So design is large, but we have engineering, product, and design account for about 70%. So that's the people working on the product. And now, if you look at that group, the people working on the product, that is structured into these things we call areas.

Design is weirdly large for our company. Our number of employees total is 850. We have about 130 people in the design department. So design is large, but we have engineering, product, and design account for about 70%. So that's the people working on the product. And now, if you look at that group, the people working on the product, that is structured into these things we call areas.

And each area is related to one of the things we're trying to optimize. So, for example, with language learning, the main three things we're trying to optimize are engagement, so how fun Duolingo is, teaching better, and how much money we make. And so we have an area for each one of these. And in each area, there are teams, and in each team, there are people. That's kind of how we're organized.

And each area is related to one of the things we're trying to optimize. So, for example, with language learning, the main three things we're trying to optimize are engagement, so how fun Duolingo is, teaching better, and how much money we make. And so we have an area for each one of these. And in each area, there are teams, and in each team, there are people. That's kind of how we're organized.

And each area is related to one of the things we're trying to optimize. So, for example, with language learning, the main three things we're trying to optimize are engagement, so how fun Duolingo is, teaching better, and how much money we make. And so we have an area for each one of these. And in each area, there are teams, and in each team, there are people. That's kind of how we're organized.

It's a little bit of a matrix structure. But one important thing that I think has worked really well for us, our areas and our teams are not feature-based. And what I mean by that, in most software companies or most app companies or whatever, you usually have a team for each feature. So this is the login team. We own login. Or if you have a leaderboard, this is the leaderboard team.

It's a little bit of a matrix structure. But one important thing that I think has worked really well for us, our areas and our teams are not feature-based. And what I mean by that, in most software companies or most app companies or whatever, you usually have a team for each feature. So this is the login team. We own login. Or if you have a leaderboard, this is the leaderboard team.

It's a little bit of a matrix structure. But one important thing that I think has worked really well for us, our areas and our teams are not feature-based. And what I mean by that, in most software companies or most app companies or whatever, you usually have a team for each feature. So this is the login team. We own login. Or if you have a leaderboard, this is the leaderboard team.

We own the leaderboard. We do not have that. Our teams don't own features. Our teams own metrics. So we have a team for subscription revenue. We have a team for daily active users. And they can touch whatever they want in the app. All they have to do is continually increase the metrics. There are positives to this, which is it's very aligned to metrics.

We own the leaderboard. We do not have that. Our teams don't own features. Our teams own metrics. So we have a team for subscription revenue. We have a team for daily active users. And they can touch whatever they want in the app. All they have to do is continually increase the metrics. There are positives to this, which is it's very aligned to metrics.

We own the leaderboard. We do not have that. Our teams don't own features. Our teams own metrics. So we have a team for subscription revenue. We have a team for daily active users. And they can touch whatever they want in the app. All they have to do is continually increase the metrics. There are positives to this, which is it's very aligned to metrics.

There are negatives in that no team owns certain features. So when something breaks, there's a lot of people being like, not my feature. I don't know. So there's positives and negatives. But in all, this has actually worked out really well for us.

There are negatives in that no team owns certain features. So when something breaks, there's a lot of people being like, not my feature. I don't know. So there's positives and negatives. But in all, this has actually worked out really well for us.

There are negatives in that no team owns certain features. So when something breaks, there's a lot of people being like, not my feature. I don't know. So there's positives and negatives. But in all, this has actually worked out really well for us.

Yeah, we're already... We passed the point that there are collisions a while ago. I mean, there's definitely collisions. I'm sure, yeah. There's a couple of things that really... that help us here. One is every change to the app passes through this review process called product review, which is not just one person.

Yeah, we're already... We passed the point that there are collisions a while ago. I mean, there's definitely collisions. I'm sure, yeah. There's a couple of things that really... that help us here. One is every change to the app passes through this review process called product review, which is not just one person.

Yeah, we're already... We passed the point that there are collisions a while ago. I mean, there's definitely collisions. I'm sure, yeah. There's a couple of things that really... that help us here. One is every change to the app passes through this review process called product review, which is not just one person.

There's a group of people that have a lot of knowledge about kind of how the whole thing works. So they serve as a little bit of a semaphore, a little bit of like, no, you should not do that, et cetera. And then the other thing that is really important is we have guardrail metrics. So here's how it works. So if you're in the team that's trying to improve subscription revenue,