Ravi Gupta

If you can promise your customers the world is changing really quickly, we are your way to deal with that. That is incredibly valuable, I think, because all of a sudden you have infinite ability to move out of one spot into more because the AI will continue to be better and better.

If you can promise your customers the world is changing really quickly, we are your way to deal with that. That is incredibly valuable, I think, because all of a sudden you have infinite ability to move out of one spot into more because the AI will continue to be better and better.

And then I think the third thing, and this is not exactly answering your question, but I do think this is a big deal related to like companies that are going to struggle. I think anything that reduces your agility in any way, anything that prevents you from adapting or changing is 100x more painful than it's ever been before.

And then I think the third thing, and this is not exactly answering your question, but I do think this is a big deal related to like companies that are going to struggle. I think anything that reduces your agility in any way, anything that prevents you from adapting or changing is 100x more painful than it's ever been before.

is discussed on the Microsoft earnings call two years ago. And now look at what's discussed on the Microsoft earnings call. It's like, we're going to spend $100 billion on CapEx. We are doing everything related to AI. He doesn't care what he said on that earnings call. All he cares is what is happening going forward.

is discussed on the Microsoft earnings call two years ago. And now look at what's discussed on the Microsoft earnings call. It's like, we're going to spend $100 billion on CapEx. We are doing everything related to AI. He doesn't care what he said on that earnings call. All he cares is what is happening going forward.

I think that so many companies are held hostage by what they said to their team or what they said on an earnings call or what they said is going to happen. And this willingness or this desire to be consistent with their past selves is preventing them embracing the biggest technological change that we've probably seen in our lifetimes.

I think that so many companies are held hostage by what they said to their team or what they said on an earnings call or what they said is going to happen. And this willingness or this desire to be consistent with their past selves is preventing them embracing the biggest technological change that we've probably seen in our lifetimes.

So you and I have been talking about how there's this meme that's sort of starting to arise of like small companies. Small team meme. Small team me. Yeah, small team me. And I think that Dharmesh from HubSpot talked about this of SMB doesn't stand for small and medium businesses anymore. It stands for small and mighty businesses.

So you and I have been talking about how there's this meme that's sort of starting to arise of like small companies. Small team meme. Small team me. Yeah, small team me. And I think that Dharmesh from HubSpot talked about this of SMB doesn't stand for small and medium businesses anymore. It stands for small and mighty businesses.

So if you start with this premise, maybe small is even better than we thought. Maybe small is even more of an advantage than we thought. The question is why? And I think that there's a lot of hidden costs to having a lot of people. We've all talked about in the past, well, coordinating amongst them. Okay, that seems like a hidden cost.

So if you start with this premise, maybe small is even better than we thought. Maybe small is even more of an advantage than we thought. The question is why? And I think that there's a lot of hidden costs to having a lot of people. We've all talked about in the past, well, coordinating amongst them. Okay, that seems like a hidden cost.

And then there's all the other things that we've talked about in the past. If you have a lot of people, you would spend a lot of time interviewing and hiring. You also spend a lot of time putting people on pips. You spend a lot of time discussing all those very specific things.

And then there's all the other things that we've talked about in the past. If you have a lot of people, you would spend a lot of time interviewing and hiring. You also spend a lot of time putting people on pips. You spend a lot of time discussing all those very specific things.

I think the bigger picture zoom out that I believe is sort of like how much of your time is spent dealing with employees in a way that doesn't actually help your customer? What percentage of your day, if you're a CEO or a founder or a leader, is spent on things that your customer cares about? And I think that number is vanishingly and astonishingly small for a lot of people.

I think the bigger picture zoom out that I believe is sort of like how much of your time is spent dealing with employees in a way that doesn't actually help your customer? What percentage of your day, if you're a CEO or a founder or a leader, is spent on things that your customer cares about? And I think that number is vanishingly and astonishingly small for a lot of people.

This is why I think sometimes you'll hear CEOs be like, I don't even like my job, because they don't actually spend that much time doing stuff for the customers. And I do think that that exponentially goes up the more people you have, or it has the risk of exponentially going up the more people you have. I have a friend who runs an organization that's like 400 people.

This is why I think sometimes you'll hear CEOs be like, I don't even like my job, because they don't actually spend that much time doing stuff for the customers. And I do think that that exponentially goes up the more people you have, or it has the risk of exponentially going up the more people you have. I have a friend who runs an organization that's like 400 people.

And he was telling me that he had to let go of like 20 people last year. And he's like, it's taken up the most crazy amount of time of setting up how he does the layoff, figuring out how to talk to each of those people. What is the severance package for each of those people? How does he talk to the people that stay?

And he was telling me that he had to let go of like 20 people last year. And he's like, it's taken up the most crazy amount of time of setting up how he does the layoff, figuring out how to talk to each of those people. What is the severance package for each of those people? How does he talk to the people that stay?