Ravi Gupta

I just think that if you're a big company, you better be awfully paranoid about a startup because their ability to build distribution is way faster than it's ever been. And I think that if you're a startup, you better be really clear about who you're going up against. There is a massive difference in speed amongst the big companies at how quickly they are leveraging their distribution advantage.

I just think that if you're a big company, you better be awfully paranoid about a startup because their ability to build distribution is way faster than it's ever been. And I think that if you're a startup, you better be really clear about who you're going up against. There is a massive difference in speed amongst the big companies at how quickly they are leveraging their distribution advantage.

You and I have talked about in the past this idea of enthusiastically rehiring somebody is the standard. If you could do it again, would you hire this person to do this job? I think you have to enthusiastically underwrite your business. And what do I mean by that specifically? You need to go and say, what is the purpose of your company for these customers?

You and I have talked about in the past this idea of enthusiastically rehiring somebody is the standard. If you could do it again, would you hire this person to do this job? I think you have to enthusiastically underwrite your business. And what do I mean by that specifically? You need to go and say, what is the purpose of your company for these customers?

What is the best, fastest, and cheapest way for us to go and deliver that? And is it what we're doing now or not? And you can hold nothing sacred. So what do I mean specifically? Let's take pricing. Today, a lot of companies have seat-based pricing models. I don't believe that that will be the future of the way that people buy software.

What is the best, fastest, and cheapest way for us to go and deliver that? And is it what we're doing now or not? And you can hold nothing sacred. So what do I mean specifically? Let's take pricing. Today, a lot of companies have seat-based pricing models. I don't believe that that will be the future of the way that people buy software.

I think that there is something, we've heard this from different people, but maybe they're going to pay for the job to be done. Maybe they're just going to say, I want this piece of work done, and I want to pay just for that piece of work done. I don't want to pay for each person that uses your software. I want to pay only when something gets done.

I think that there is something, we've heard this from different people, but maybe they're going to pay for the job to be done. Maybe they're just going to say, I want this piece of work done, and I want to pay just for that piece of work done. I don't want to pay for each person that uses your software. I want to pay only when something gets done.

Well, that is a massive and dramatic shift if you're a big company. to move away from the pricing model that got you there. But understanding that that might be the future of your pricing, that is a big realization that has a bunch of knock-on effects as to like, well, what do you go do then? And maybe it means you'll have 60% less revenue now if you move to that.

Well, that is a massive and dramatic shift if you're a big company. to move away from the pricing model that got you there. But understanding that that might be the future of your pricing, that is a big realization that has a bunch of knock-on effects as to like, well, what do you go do then? And maybe it means you'll have 60% less revenue now if you move to that.

But in the future, you have the potential for 5X more revenue because you have a bigger customer base that you can go after, or you can do more jobs for somebody. But I think one thing with that, you can hold nothing dear. That's one thing, which is pricing model has to be evaluated.

But in the future, you have the potential for 5X more revenue because you have a bigger customer base that you can go after, or you can do more jobs for somebody. But I think one thing with that, you can hold nothing dear. That's one thing, which is pricing model has to be evaluated.

all under this idea of enthusiastically re-underwrite the way that you're delivering the purpose of your company to its customers. That's why. Two, I think that you do have to go role by role and figure out what is this AI superpower version of each of these roles. Is it that it's replaced? Is it that it's augmented?

all under this idea of enthusiastically re-underwrite the way that you're delivering the purpose of your company to its customers. That's why. Two, I think that you do have to go role by role and figure out what is this AI superpower version of each of these roles. Is it that it's replaced? Is it that it's augmented?

And I think that that is a big deal of like the specific role by role conversation. And I know people are like, well, we have 5,000 people. I don't want to do that. I'm like, can you tell me what's more important than that? What is more important than figuring out whether you have the right people doing the right jobs for your company? So that's that.

And I think that that is a big deal of like the specific role by role conversation. And I know people are like, well, we have 5,000 people. I don't want to do that. I'm like, can you tell me what's more important than that? What is more important than figuring out whether you have the right people doing the right jobs for your company? So that's that.

I think the third thing, Patrick, is this idea of what percentage of our time do we spend thinking about our customers? I really think that's valuable. You know this thing that Shopify does? Shopify will just kill meetings, end recurring meetings randomly.

I think the third thing, Patrick, is this idea of what percentage of our time do we spend thinking about our customers? I really think that's valuable. You know this thing that Shopify does? Shopify will just kill meetings, end recurring meetings randomly.

I think doing the calendar audit of what percentage of our time as a company, as a leadership team, first as the CEO, then as a leadership team, then as the company, is spent on things that move the needle for our customer. What percentage of time do our engineers spend coding? All these things I would do. And it's easy for me to say, because I don't have the responsibility of doing this.

I think doing the calendar audit of what percentage of our time as a company, as a leadership team, first as the CEO, then as a leadership team, then as the company, is spent on things that move the needle for our customer. What percentage of time do our engineers spend coding? All these things I would do. And it's easy for me to say, because I don't have the responsibility of doing this.