Roy Raanani

I mean, the company is actually only two and a half years old.

We moved very quickly.

I mean, that would be, I'm exaggerating, I'm exaggerating, I'm exaggerating a little bit for all intents and purposes.

It was, yeah, it was, it was this idea of how quickly, you know, there, there are a lot of companies that scale inefficiently.

Right.

And it's, and it's almost like a badge of honor to see how quickly can you add people, how quickly can you scale?

And the way that we approached it was, you know, what are the questions that we want to answer before we start scaling heavily?

And one of them, for example, was, you know, you talked about customer acquisition cost.

Well, releasing a self-serve product for an individual account executive is something that nobody else in the space has done.

And we realized that because we had built a product that was designed for salespeople and to be valuable out of the box for them, we thought, what if we just put that out there and we see how it's doing?

And it ends up performing very well and gets us into some incredible accounts.

So these are things that we said, you know,

What would what would we be really disappointed by if we didn't experiment with them before deciding to go to market heavily?

You know what?

I left.

I actually I had one job in between venture capital and chorus.

So, you know, the reason I left Innovation Endeavors was simply because

It felt disingenuous for me to be advising these incredible entrepreneurs if I'd never started a business myself.

I was I was in my late 20s.

So I just finished business school.