Prince Ghosh

Going back to that previous point, because we are so deeply tied to outcomes for brands, when we screw up, there are serious and true consequences. Very similar to a company like Stripe. If Stripe screws up, people don't get paid, companies don't make money. And if someone like Rippling, for example, screws up, people don't have health insurance or they don't make their payroll.

Going back to that previous point, because we are so deeply tied to outcomes for brands, when we screw up, there are serious and true consequences. Very similar to a company like Stripe. If Stripe screws up, people don't get paid, companies don't make money. And if someone like Rippling, for example, screws up, people don't have health insurance or they don't make their payroll.

For us, if we screw up brands, they don't have inventory that they can actually sell, which directly affects their cash conversion cycles.

For us, if we screw up brands, they don't have inventory that they can actually sell, which directly affects their cash conversion cycles.

For us, if we screw up brands, they don't have inventory that they can actually sell, which directly affects their cash conversion cycles.

We've had a couple of incidents where as we've grown our customer base kind of exponentially and grown our number of customers and regions covered, we've had our own scaling challenges and we've made mistakes where we haven't done inspections up to as good of a level or quality as we hold ourselves to, which ultimately is not something that you want to be known for or we want to maintain as a status quo, but happens as companies go through this period of hyperscale.

We've had a couple of incidents where as we've grown our customer base kind of exponentially and grown our number of customers and regions covered, we've had our own scaling challenges and we've made mistakes where we haven't done inspections up to as good of a level or quality as we hold ourselves to, which ultimately is not something that you want to be known for or we want to maintain as a status quo, but happens as companies go through this period of hyperscale.

We've had a couple of incidents where as we've grown our customer base kind of exponentially and grown our number of customers and regions covered, we've had our own scaling challenges and we've made mistakes where we haven't done inspections up to as good of a level or quality as we hold ourselves to, which ultimately is not something that you want to be known for or we want to maintain as a status quo, but happens as companies go through this period of hyperscale.

But the way that we've rectified it is by first just being truly honest and transparent with customers and saying, look, this is what happened. We know exactly what happened. This was the mistake. This was our mistake. Then the second thing that we do is we help customers rectify that, right? We figure out what the impact is on their business, what we can do to make that whole again.

But the way that we've rectified it is by first just being truly honest and transparent with customers and saying, look, this is what happened. We know exactly what happened. This was the mistake. This was our mistake. Then the second thing that we do is we help customers rectify that, right? We figure out what the impact is on their business, what we can do to make that whole again.

But the way that we've rectified it is by first just being truly honest and transparent with customers and saying, look, this is what happened. We know exactly what happened. This was the mistake. This was our mistake. Then the second thing that we do is we help customers rectify that, right? We figure out what the impact is on their business, what we can do to make that whole again.

The third thing that we do is put a process in place to make sure that this is not a repeated event, right? Or if there is risk of this being a repeated event, we try and understand how can we hedge against this either via automation and additional process? What can we do to make sure we don't make the same mistake twice?

The third thing that we do is put a process in place to make sure that this is not a repeated event, right? Or if there is risk of this being a repeated event, we try and understand how can we hedge against this either via automation and additional process? What can we do to make sure we don't make the same mistake twice?

The third thing that we do is put a process in place to make sure that this is not a repeated event, right? Or if there is risk of this being a repeated event, we try and understand how can we hedge against this either via automation and additional process? What can we do to make sure we don't make the same mistake twice?

And then ultimately, we continue to deliver and execute for customers and show that we've actually rectified our mistakes. Inevitably, mistakes will happen, right? Like we are all companies that are going through this hyperscale together. I think the way that you acknowledge, address, and then rectify those mistakes is what makes or breaks your reputation as a vendor.

And then ultimately, we continue to deliver and execute for customers and show that we've actually rectified our mistakes. Inevitably, mistakes will happen, right? Like we are all companies that are going through this hyperscale together. I think the way that you acknowledge, address, and then rectify those mistakes is what makes or breaks your reputation as a vendor.

And then ultimately, we continue to deliver and execute for customers and show that we've actually rectified our mistakes. Inevitably, mistakes will happen, right? Like we are all companies that are going through this hyperscale together. I think the way that you acknowledge, address, and then rectify those mistakes is what makes or breaks your reputation as a vendor.

We ultimately believe that the way that commerce is done today is broken. When you first start a consumer brand, companies like Shopify have made it simpler and easier than ever to scale your brand from your first dollar in revenue to your first million to your first hundred million to a billion in revenue to on the front end of the e-commerce stack, right?

We ultimately believe that the way that commerce is done today is broken. When you first start a consumer brand, companies like Shopify have made it simpler and easier than ever to scale your brand from your first dollar in revenue to your first million to your first hundred million to a billion in revenue to on the front end of the e-commerce stack, right?

We ultimately believe that the way that commerce is done today is broken. When you first start a consumer brand, companies like Shopify have made it simpler and easier than ever to scale your brand from your first dollar in revenue to your first million to your first hundred million to a billion in revenue to on the front end of the e-commerce stack, right?