Nicolas Dessaigne

For us, it's more about like achieving the highest potential.

I mean, the company has a high potential, it will be such a shame not to give it our best.

And in our case, in our market for us meant raising money to be able to go faster.

It's a lot around making sure we're delivering the right product to our customers and making them successful.

And so as we scaled, we started to add customer success for the market deals, for example.

But if I look back at the early days, our users are developers, really were implemented by developers.

And so we decided very early not to have any support team, for example, because we wanted to make sure everyone in the company was user-facing

and really felt the need and the pain of the customers.

So support was done by engineers.

So our customers, when they had an issue, they would directly reach out to our engineers.

And that was an expectation we set from day one with the engineers.

Which means that the product got way better.

I think that it would have if we had a support team.

Actually, yes, you should.

No, I hate the word pacing.

But no, I think that's very important to have engineers who really care about the product they build and about the customers they serve.

You know, actually, it's such a satisfying feeling when your customers have an issue and you're able to solve and help them and receive that thanks, that appreciation.

like really heartfelt thanks from the customers, I think actually it's a good thing.

It's all a matter of proportion.

You don't want to spend your days at doing that.