Nikita Shamgunov

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.

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.

Obviously, Russia started war on Ukraine, and it became, for a US company, we could not afford to have anybody in Russia. Everybody on that team moved out of Russia, every single person, in the next few weeks after the war had started. So that kind of removed that dependency. But because Stas was a star and he was able to attract some really high quality talent early on also helped us.

Obviously, Russia started war on Ukraine, and it became, for a US company, we could not afford to have anybody in Russia. Everybody on that team moved out of Russia, every single person, in the next few weeks after the war had started. So that kind of removed that dependency. But because Stas was a star and he was able to attract some really high quality talent early on also helped us.

Obviously, Russia started war on Ukraine, and it became, for a US company, we could not afford to have anybody in Russia. Everybody on that team moved out of Russia, every single person, in the next few weeks after the war had started. So that kind of removed that dependency. But because Stas was a star and he was able to attract some really high quality talent early on also helped us.

As we go along, there are a couple of things that you can also do. And you can only do it if your company is doing very well. So you either take an approach of hiring slow and firing slow, or you can take an approach of hire fast and fire fast, but you don't have much tolerance for that. And I was reading that book that's called Amped Up by Slootman.

As we go along, there are a couple of things that you can also do. And you can only do it if your company is doing very well. So you either take an approach of hiring slow and firing slow, or you can take an approach of hire fast and fire fast, but you don't have much tolerance for that. And I was reading that book that's called Amped Up by Slootman.

As we go along, there are a couple of things that you can also do. And you can only do it if your company is doing very well. So you either take an approach of hiring slow and firing slow, or you can take an approach of hire fast and fire fast, but you don't have much tolerance for that. And I was reading that book that's called Amped Up by Slootman.

And he was saying that contrasting data domain and ServiceNow, and in ServiceNow, he was a lot more aggressive in terms of both hiring fast and firing fast. I have some kind of similar approaches. At SingleStore, we hired extremely slow. We had very involved interviews. And it means we're hiring much faster when we used to hire than a single store.

And he was saying that contrasting data domain and ServiceNow, and in ServiceNow, he was a lot more aggressive in terms of both hiring fast and firing fast. I have some kind of similar approaches. At SingleStore, we hired extremely slow. We had very involved interviews. And it means we're hiring much faster when we used to hire than a single store.

And he was saying that contrasting data domain and ServiceNow, and in ServiceNow, he was a lot more aggressive in terms of both hiring fast and firing fast. I have some kind of similar approaches. At SingleStore, we hired extremely slow. We had very involved interviews. And it means we're hiring much faster when we used to hire than a single store.

But we also have much less tolerance for underperformance. And I think the net result is roughly similar in the quality of talent. The DNA is different because there was a lot more systems talent at single store because it was building software and on-prem software. And here we're running a service. So there's a lot more kind of like product engineers and SRE DevOps type DNA.

But we also have much less tolerance for underperformance. And I think the net result is roughly similar in the quality of talent. The DNA is different because there was a lot more systems talent at single store because it was building software and on-prem software. And here we're running a service. So there's a lot more kind of like product engineers and SRE DevOps type DNA.

But we also have much less tolerance for underperformance. And I think the net result is roughly similar in the quality of talent. The DNA is different because there was a lot more systems talent at single store because it was building software and on-prem software. And here we're running a service. So there's a lot more kind of like product engineers and SRE DevOps type DNA.

Because it's remote, the talent for the most part, more senior, because if you build in the Silicon Valley, you're forced to hire more junior people and have them grow really fast. And they mostly grow by osmosis. And the reason to that is like, it's hard to pull the top tier talent out of good places because good places make sure that top tier talent is very happy.

Because it's remote, the talent for the most part, more senior, because if you build in the Silicon Valley, you're forced to hire more junior people and have them grow really fast. And they mostly grow by osmosis. And the reason to that is like, it's hard to pull the top tier talent out of good places because good places make sure that top tier talent is very happy.

Because it's remote, the talent for the most part, more senior, because if you build in the Silicon Valley, you're forced to hire more junior people and have them grow really fast. And they mostly grow by osmosis. And the reason to that is like, it's hard to pull the top tier talent out of good places because good places make sure that top tier talent is very happy.

We hire and fire faster at Nian versus single store. And again, I'm very happy at the quality of the talent that we have at Nian. I'm not a huge fan of remote first. I'd rather prefer everybody in the office. But we're also driving a bunch of benefits by being remote.

We hire and fire faster at Nian versus single store. And again, I'm very happy at the quality of the talent that we have at Nian. I'm not a huge fan of remote first. I'd rather prefer everybody in the office. But we're also driving a bunch of benefits by being remote.

We hire and fire faster at Nian versus single store. And again, I'm very happy at the quality of the talent that we have at Nian. I'm not a huge fan of remote first. I'd rather prefer everybody in the office. But we're also driving a bunch of benefits by being remote.