Sanjay Nagaraj

So we built the platform for scale. but what we did not anticipate was the complexity of customer environments the complexity of some of the large financials that we run where we process close to 400 billion calls per month yes the platform was able to scale but not the complexity of how we collect the data and the use cases that we need to make sure that we are solving for the customer

So we built the platform for scale. but what we did not anticipate was the complexity of customer environments the complexity of some of the large financials that we run where we process close to 400 billion calls per month yes the platform was able to scale but not the complexity of how we collect the data and the use cases that we need to make sure that we are solving for the customer

to make sure that they're deriving value on a continuous basis. And the second part of it is the go-to-market scale. How do we actually scale this across financials to fintechs to healthcare to retail and entertainment and everything else? How do we scale this across businesses from an overall go-to-market perspective?

to make sure that they're deriving value on a continuous basis. And the second part of it is the go-to-market scale. How do we actually scale this across financials to fintechs to healthcare to retail and entertainment and everything else? How do we scale this across businesses from an overall go-to-market perspective?

to make sure that they're deriving value on a continuous basis. And the second part of it is the go-to-market scale. How do we actually scale this across financials to fintechs to healthcare to retail and entertainment and everything else? How do we scale this across businesses from an overall go-to-market perspective?

All of those scales in terms of collecting data, go to market itself, we definitely had a lot of challenges along the way. And that's a fun part of building a startup.

All of those scales in terms of collecting data, go to market itself, we definitely had a lot of challenges along the way. And that's a fun part of building a startup.

All of those scales in terms of collecting data, go to market itself, we definitely had a lot of challenges along the way. And that's a fun part of building a startup.

I think the most that I'm proud of is the team that's actually behind the product, the company and everything else. Because these are the folks who are making this happen day in, day out. If you look at it as a size of the company, we have about 180 people going to about 200 people as we scale the year and everything else. People ask me how big is our customer success as a team, as an example.

I think the most that I'm proud of is the team that's actually behind the product, the company and everything else. Because these are the folks who are making this happen day in, day out. If you look at it as a size of the company, we have about 180 people going to about 200 people as we scale the year and everything else. People ask me how big is our customer success as a team, as an example.

I think the most that I'm proud of is the team that's actually behind the product, the company and everything else. Because these are the folks who are making this happen day in, day out. If you look at it as a size of the company, we have about 180 people going to about 200 people as we scale the year and everything else. People ask me how big is our customer success as a team, as an example.

The way I look at it is the customer success team is a 180 people strong team. Why I say that is you have

The way I look at it is the customer success team is a 180 people strong team. Why I say that is you have

The way I look at it is the customer success team is a 180 people strong team. Why I say that is you have

the customers and customer success and customer obsession everything's showing at the top but the people below that the entire team is focused on making sure the customer is realizing value starting all the way from a stage zero as in if you look at it as a sales cycle right i'm not even talking about the product building but purely from a customer touchpoint perspective

the customers and customer success and customer obsession everything's showing at the top but the people below that the entire team is focused on making sure the customer is realizing value starting all the way from a stage zero as in if you look at it as a sales cycle right i'm not even talking about the product building but purely from a customer touchpoint perspective

the customers and customer success and customer obsession everything's showing at the top but the people below that the entire team is focused on making sure the customer is realizing value starting all the way from a stage zero as in if you look at it as a sales cycle right i'm not even talking about the product building but purely from a customer touchpoint perspective

all the way into deployment to renewals to whatever the three, 10, five years right now. It's a three-year journey that customers have gone through, making sure that each of those touch points is what we are obsessed about end-to-end, right? So the team behind making all that happen is the one that I'm most proud of.

all the way into deployment to renewals to whatever the three, 10, five years right now. It's a three-year journey that customers have gone through, making sure that each of those touch points is what we are obsessed about end-to-end, right? So the team behind making all that happen is the one that I'm most proud of.

all the way into deployment to renewals to whatever the three, 10, five years right now. It's a three-year journey that customers have gone through, making sure that each of those touch points is what we are obsessed about end-to-end, right? So the team behind making all that happen is the one that I'm most proud of.