Mamoon Hamid

Do you think you should always be raising? For the CEO, founder CEO or CEO, your job is to make sure your company never rounds out of money. If you have $300 million sitting on your balance sheet, I'm not sure you should be raising at all. So if you're well capitalized, heads down, go build. When you've got a founder pick wrong, what do you get wrong?

Do you think you should always be raising? For the CEO, founder CEO or CEO, your job is to make sure your company never rounds out of money. If you have $300 million sitting on your balance sheet, I'm not sure you should be raising at all. So if you're well capitalized, heads down, go build. When you've got a founder pick wrong, what do you get wrong?

Generally, I would say you get the markets wrong.

Generally, I would say you get the markets wrong.

Generally, I would say you get the markets wrong.

Hard. Yeah, hard. Bad markets, the structure of industries where margins are compressed and customers are bad. Life's just too hard that way.

Hard. Yeah, hard. Bad markets, the structure of industries where margins are compressed and customers are bad. Life's just too hard that way.

Hard. Yeah, hard. Bad markets, the structure of industries where margins are compressed and customers are bad. Life's just too hard that way.

I mean, I think one could have said that about like you would have maybe would have missed the seat at Uber because what probably not so great economics early on, right? Customer acquisition and like trying to pay the drivers, et cetera. So I think Slack an obvious home run when you did it. None of these are obvious home runs when you do them, right? No, it wasn't. It was 500K of ARR at the time.

I mean, I think one could have said that about like you would have maybe would have missed the seat at Uber because what probably not so great economics early on, right? Customer acquisition and like trying to pay the drivers, et cetera. So I think Slack an obvious home run when you did it. None of these are obvious home runs when you do them, right? No, it wasn't. It was 500K of ARR at the time.

I mean, I think one could have said that about like you would have maybe would have missed the seat at Uber because what probably not so great economics early on, right? Customer acquisition and like trying to pay the drivers, et cetera. So I think Slack an obvious home run when you did it. None of these are obvious home runs when you do them, right? No, it wasn't. It was 500K of ARR at the time.

What price did you do that? 250 million post. You did it at 500X ARR. Yeah, and I think we weren't thinking in those terms. Why? Was it usage patterns again? Yeah, I think there were enough, at that time there were 10,000 or so users, like a third of them were using the product every day for multiple hours a day.

What price did you do that? 250 million post. You did it at 500X ARR. Yeah, and I think we weren't thinking in those terms. Why? Was it usage patterns again? Yeah, I think there were enough, at that time there were 10,000 or so users, like a third of them were using the product every day for multiple hours a day.

What price did you do that? 250 million post. You did it at 500X ARR. Yeah, and I think we weren't thinking in those terms. Why? Was it usage patterns again? Yeah, I think there were enough, at that time there were 10,000 or so users, like a third of them were using the product every day for multiple hours a day.

And like, okay, well, we all need something like Slack and you can scale this by a thousand X because there are lots of companies that look like this, that use it like this today.

And like, okay, well, we all need something like Slack and you can scale this by a thousand X because there are lots of companies that look like this, that use it like this today.

And like, okay, well, we all need something like Slack and you can scale this by a thousand X because there are lots of companies that look like this, that use it like this today.

Is that wrong? For early-stage companies, yeah. You can't take a 500K ARR or a million.

Is that wrong? For early-stage companies, yeah. You can't take a 500K ARR or a million.

Is that wrong? For early-stage companies, yeah. You can't take a 500K ARR or a million.