Raaz Herzberg

It's a decision you can make, but I would argue that although it might seem like your interests are not aligned, it's wrong.

It's a decision you can make, but I would argue that although it might seem like your interests are not aligned, it's wrong.

You should always be aligned to the customer because it's a long-term business, and you want to be the best partner for them.

You should always be aligned to the customer because it's a long-term business, and you want to be the best partner for them.

So you can sometimes take short-term revenue or short-term winnings.

So you can sometimes take short-term revenue or short-term winnings.

But I would always argue that as a private company, it's not the long-term winning thing.

But I would always argue that as a private company, it's not the long-term winning thing.

And always being there for the customer is a smart thing.

And always being there for the customer is a smart thing.

I think that's why enterprise startups, companies who build enterprise product, often even their seeds are big.

I think that's why enterprise startups, companies who build enterprise product, often even their seeds are big.

Yes.

Yes.

I mean, if I answer just based on my gut and my experience, then I think it's very hard to be successful at building an enterprise company without having a bit of those long pockets, exactly for the reasons we just

I mean, if I answer just based on my gut and my experience, then I think it's very hard to be successful at building an enterprise company without having a bit of those long pockets, exactly for the reasons we just

talked about.

talked about.

I mean, it's a partnership and you're dealing with people who have huge challenges.

I mean, it's a partnership and you're dealing with people who have huge challenges.