Nikita Shamgunov

In the first two parts, I made a point that we are not going to have a Salesforce. I thought, because there's so much Postgres out there, I thought we should be getting to 5 million in ARR without the Salesforce, purely in self-serve. But we will have a partnerships team that will allow us to establish strategic partnerships with, at the time, I thought, Cloudflare, VMware, Microsoft. and Google.

Then Google built a competitive product less than a year after we started a company that's called AlloyDB. So Google was turned off. Cloudflare never happened, but then Vercel happened. And so we partnered with Vercel and we launched a product called Vercel Postgres. And then the third part of company building was basically spinning up an enterprise sales force.

Then Google built a competitive product less than a year after we started a company that's called AlloyDB. So Google was turned off. Cloudflare never happened, but then Vercel happened. And so we partnered with Vercel and we launched a product called Vercel Postgres. And then the third part of company building was basically spinning up an enterprise sales force.

Then Google built a competitive product less than a year after we started a company that's called AlloyDB. So Google was turned off. Cloudflare never happened, but then Vercel happened. And so we partnered with Vercel and we launched a product called Vercel Postgres. And then the third part of company building was basically spinning up an enterprise sales force.

We're past 5 million in ARR, but we are not starting an enterprise sales force. So that's a deviation of our original plan. And of course, the reason that there is a deviation from the original plan is the change in the market and all the activity around GenAI.

We're past 5 million in ARR, but we are not starting an enterprise sales force. So that's a deviation of our original plan. And of course, the reason that there is a deviation from the original plan is the change in the market and all the activity around GenAI.

We're past 5 million in ARR, but we are not starting an enterprise sales force. So that's a deviation of our original plan. And of course, the reason that there is a deviation from the original plan is the change in the market and all the activity around GenAI.

This is my second company. And in the first company, we focused on competitive programming. And so we hired a bunch of people from kind of world champions in International Olympiad in Informatics. And there's another programming contest. It's called ICPC, which is a student contest. And I think that strategy works. And the reason it works is you have an asymmetric advantage for talent.

This is my second company. And in the first company, we focused on competitive programming. And so we hired a bunch of people from kind of world champions in International Olympiad in Informatics. And there's another programming contest. It's called ICPC, which is a student contest. And I think that strategy works. And the reason it works is you have an asymmetric advantage for talent.

This is my second company. And in the first company, we focused on competitive programming. And so we hired a bunch of people from kind of world champions in International Olympiad in Informatics. And there's another programming contest. It's called ICPC, which is a student contest. And I think that strategy works. And the reason it works is you have an asymmetric advantage for talent.

And it doesn't have to be competitive programming, but it has to be something that you have advantage over the rest of the world. Keith Rabois said that startups are built on undiscovered talent. And undiscovered talent is either young, is it somebody who hasn't been discovered by the world? And so in the Silicon Valley,

And it doesn't have to be competitive programming, but it has to be something that you have advantage over the rest of the world. Keith Rabois said that startups are built on undiscovered talent. And undiscovered talent is either young, is it somebody who hasn't been discovered by the world? And so in the Silicon Valley,

And it doesn't have to be competitive programming, but it has to be something that you have advantage over the rest of the world. Keith Rabois said that startups are built on undiscovered talent. And undiscovered talent is either young, is it somebody who hasn't been discovered by the world? And so in the Silicon Valley,

Traditionally, undiscovered talent is new grads or people very early in their careers. It also could be people with non-traditional background. So for example, the leader of the very popular Gen-AI product is not coming from like a top school. And so sometimes you get those kind of craftsmen that grew up in a different environment, but they're extremely talented.

Traditionally, undiscovered talent is new grads or people very early in their careers. It also could be people with non-traditional background. So for example, the leader of the very popular Gen-AI product is not coming from like a top school. And so sometimes you get those kind of craftsmen that grew up in a different environment, but they're extremely talented.

Traditionally, undiscovered talent is new grads or people very early in their careers. It also could be people with non-traditional background. So for example, the leader of the very popular Gen-AI product is not coming from like a top school. And so sometimes you get those kind of craftsmen that grew up in a different environment, but they're extremely talented.

But the world hasn't learned their name just yet. At Nian, our advantage is the fact that we are fully distributed. And it went out of vogue in the venture community. And there's a lot of like back to the office type energy that is happening. But because we're a Postgres centric company, we need Postgres committers and contributors. It's fairly natural for us to be remote first.

But the world hasn't learned their name just yet. At Nian, our advantage is the fact that we are fully distributed. And it went out of vogue in the venture community. And there's a lot of like back to the office type energy that is happening. But because we're a Postgres centric company, we need Postgres committers and contributors. It's fairly natural for us to be remote first.

But the world hasn't learned their name just yet. At Nian, our advantage is the fact that we are fully distributed. And it went out of vogue in the venture community. And there's a lot of like back to the office type energy that is happening. But because we're a Postgres centric company, we need Postgres committers and contributors. It's fairly natural for us to be remote first.

And we built a critical mass of systems engineers in Europe. So that allowed us to be a really cool brand for people in, I don't know, in the UK, in Germany, in the Netherlands. And that got us asymmetric access to talent. Stas is Russian. The first four people on the team were the ones that Stas hired.