P.V. Kannan

So, you know, we have we had to like pause and our sales pipeline essentially vanished.

So it took about a year to recover.

Now we are like we in our last quarter was our best quarter in the company's history in terms of new revenue bookings.

You know, it's about 20 percent growth.

The Sequoia portfolio is a very good portfolio.

So we have events and other structured time.

And I also spend time with other Sequoia partners, not just Mike Moritz.

because they're all helping enterprise companies.

So you kind of like, you know, lean on them to get advice and inputs as to, you know, what goes on.

And I have my own network of CEOs here that I spend time with.

So, you know, like you said, you pick the right person for the right type of problem, because some folks that I talk to are very good with people issues.

Some are good with customer issues.

Some are good with talent issues, like what kind of talent do you hire?

Because, you know, as you grow the company for every stage, you need the right management team and the right people underneath to help scale the company.

And we've seen it with whether it's Facebook or Uber, you see that, you know, as it matures, different types of leaders, different types of leadership styles start coming into effect.

The technology side of the company is about 800 people.

We also have a services business.

So, you know, one of the secret sauce of what we do is we also employ human agents to teach AI.

So, you know, we have a few thousand agents in that category as well.

Both, the combination.