Max Denevich

Not because we stopped caring, because the clients still get value, we love them, but the product grew beyond what many of them really need.

Enterprise is now the majority of our new sales, and this has become less than half of revenue, I believe.

That's not abandonment.

It's a natural shift, but it's worth naming honestly.

Then you commit to enterprise as a market.

you make a choice even if you don't make it consciously, I don't know.

But on actual geographies thing, what differs is like partner ecosystem because there's some local players, some international players who are working on markets, regulatory environment.

fiscalization rules, stuff like that, some legal concerns, policies.

We adopted product a lot, but local integrations, for example, payment providers, we need them for our e-commerce engine to do timeline payments, for example, delivery partners, stuff like that.

And also the pace of decision making.

For example, Mina moves fast when the right person says yes, but Europe, man, has more process than

The core product travels well, I'd say, but the sales motion and the integration layer have to adapt every time.

The market for us, the market that does not translate is not a geography, it's a segment.

So we learn that the hard way and we're still navigating the consequences.

The classic SaaS playbook assumes your buyer is actively looking for a solution.

In enterprise, they're not.

They're being approached by 50 vendors who all say the same thing.

And you don't win by being louder.

You win by being already trusted.

So in enterprise restaurant chains, there is no single decision maker.