Luis Von Ahn

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,

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,

your goal is to improve that metric. But we tell you, you cannot mess up any of the other metrics. So for example, if you do an experiment that improves subscription revenue by a million bucks or whatever, but it decreases daily active users, you cannot launch it. So that has really helped, you know, teams kind of police themselves.

your goal is to improve that metric. But we tell you, you cannot mess up any of the other metrics. So for example, if you do an experiment that improves subscription revenue by a million bucks or whatever, but it decreases daily active users, you cannot launch it. So that has really helped, you know, teams kind of police themselves.

your goal is to improve that metric. But we tell you, you cannot mess up any of the other metrics. So for example, if you do an experiment that improves subscription revenue by a million bucks or whatever, but it decreases daily active users, you cannot launch it. So that has really helped, you know, teams kind of police themselves.

They at least won't go do anything that really messes something else up. The combination of these two has helped. You are right that if we had probably 100,000 employees, I don't think the structure would work. That said, I just don't think that a company like Duolingo, at least with the products that we have, I don't think we need 100,000 employees. I mean, I think we're, you know,

They at least won't go do anything that really messes something else up. The combination of these two has helped. You are right that if we had probably 100,000 employees, I don't think the structure would work. That said, I just don't think that a company like Duolingo, at least with the products that we have, I don't think we need 100,000 employees. I mean, I think we're, you know,

They at least won't go do anything that really messes something else up. The combination of these two has helped. You are right that if we had probably 100,000 employees, I don't think the structure would work. That said, I just don't think that a company like Duolingo, at least with the products that we have, I don't think we need 100,000 employees. I mean, I think we're, you know,

We'll grow and we'll continue growing. Maybe we'll get to, I don't know, 5,000 employees, but I doubt we'll ever get to something like 100,000 employees.

We'll grow and we'll continue growing. Maybe we'll get to, I don't know, 5,000 employees, but I doubt we'll ever get to something like 100,000 employees.

We'll grow and we'll continue growing. Maybe we'll get to, I don't know, 5,000 employees, but I doubt we'll ever get to something like 100,000 employees.

Not that often. Teams police themselves a lot. I mean, I do see every single change that passes through the app. I do see that, but usually I'm not making trade-off calls. The main thing that I'm looking for is making sure that everything's high quality.

Not that often. Teams police themselves a lot. I mean, I do see every single change that passes through the app. I do see that, but usually I'm not making trade-off calls. The main thing that I'm looking for is making sure that everything's high quality.

Not that often. Teams police themselves a lot. I mean, I do see every single change that passes through the app. I do see that, but usually I'm not making trade-off calls. The main thing that I'm looking for is making sure that everything's high quality.

Yeah, it's definitely true. The good news is... our employees stick around for a very long time. And our leadership, particularly in the product areas, it's been the same for the last, I don't know, eight years. It's the same people for the last eight years. So yes, I kind of have a view of everything, but the reality is that our head of product, Jem, has a view of everything too.

Yeah, it's definitely true. The good news is... our employees stick around for a very long time. And our leadership, particularly in the product areas, it's been the same for the last, I don't know, eight years. It's the same people for the last eight years. So yes, I kind of have a view of everything, but the reality is that our head of product, Jem, has a view of everything too.

Yeah, it's definitely true. The good news is... our employees stick around for a very long time. And our leadership, particularly in the product areas, it's been the same for the last, I don't know, eight years. It's the same people for the last eight years. So yes, I kind of have a view of everything, but the reality is that our head of product, Jem, has a view of everything too.

Our head of design, Simi, also has a view of pretty much everything. So yes, I am in that mode, but we have a number of people that... that could probably play that role as well.

Our head of design, Simi, also has a view of pretty much everything. So yes, I am in that mode, but we have a number of people that... that could probably play that role as well.

Our head of design, Simi, also has a view of pretty much everything. So yes, I am in that mode, but we have a number of people that... that could probably play that role as well.