Shashwat Sehgal

Always keep shipping, keep building whatever is necessary, have very tight feedback loops between customers and between our engineering team so that we can iterate, get their feedback and if necessary, build the next feature that would help them gain even more value out of the product. In terms of what we used, I think we've been very nimble in using all kinds of tooling.

Always keep shipping, keep building whatever is necessary, have very tight feedback loops between customers and between our engineering team so that we can iterate, get their feedback and if necessary, build the next feature that would help them gain even more value out of the product. In terms of what we used, I think we've been very nimble in using all kinds of tooling.

Like our stack for the most part is in TypeScript. We run on both GCP and AWS. We are heavy users of Terraform, of Kubernetes, and we've been experimenting very heavily with Gen AI and Copilot as well. So In short, I think our design and our product development philosophy is use the best of breed solutions, all the latest and greatest cloud native development in Gen AI usage. Just keep shipping.

Like our stack for the most part is in TypeScript. We run on both GCP and AWS. We are heavy users of Terraform, of Kubernetes, and we've been experimenting very heavily with Gen AI and Copilot as well. So In short, I think our design and our product development philosophy is use the best of breed solutions, all the latest and greatest cloud native development in Gen AI usage. Just keep shipping.

Like our stack for the most part is in TypeScript. We run on both GCP and AWS. We are heavy users of Terraform, of Kubernetes, and we've been experimenting very heavily with Gen AI and Copilot as well. So In short, I think our design and our product development philosophy is use the best of breed solutions, all the latest and greatest cloud native development in Gen AI usage. Just keep shipping.

Any decisions like these are never made in a vacuum. We almost always have customers drive our roadmap, which means that any week, we are probably speaking to at least five, if not more, customers across existing customers, new prospects, ongoing POCs, probably closer to 10, I'd say. And we let our customers define our roadmap. We are very open in...

Any decisions like these are never made in a vacuum. We almost always have customers drive our roadmap, which means that any week, we are probably speaking to at least five, if not more, customers across existing customers, new prospects, ongoing POCs, probably closer to 10, I'd say. And we let our customers define our roadmap. We are very open in...

Any decisions like these are never made in a vacuum. We almost always have customers drive our roadmap, which means that any week, we are probably speaking to at least five, if not more, customers across existing customers, new prospects, ongoing POCs, probably closer to 10, I'd say. And we let our customers define our roadmap. We are very open in...

aggressive and soliciting feedback from all kinds of customers. And from there on, we try to triangulate all the feedback that we are receiving. And we try to have an opinionated view on, OK, what are the kinds of customers that are a good fit for us right now? And let's say that's a particular segment. Let's call it segment one.

aggressive and soliciting feedback from all kinds of customers. And from there on, we try to triangulate all the feedback that we are receiving. And we try to have an opinionated view on, OK, what are the kinds of customers that are a good fit for us right now? And let's say that's a particular segment. Let's call it segment one.

aggressive and soliciting feedback from all kinds of customers. And from there on, we try to triangulate all the feedback that we are receiving. And we try to have an opinionated view on, OK, what are the kinds of customers that are a good fit for us right now? And let's say that's a particular segment. Let's call it segment one.

And eventually we want to go from there to all kinds of segments across customers, big and small, across verticals, across geographies, right? So then we always try to have opinionated views on, okay, how do we go from segment one to segment four, for example, right? Where segment four could be representative of the vast majority of the market.

And eventually we want to go from there to all kinds of segments across customers, big and small, across verticals, across geographies, right? So then we always try to have opinionated views on, okay, how do we go from segment one to segment four, for example, right? Where segment four could be representative of the vast majority of the market.

And eventually we want to go from there to all kinds of segments across customers, big and small, across verticals, across geographies, right? So then we always try to have opinionated views on, okay, how do we go from segment one to segment four, for example, right? Where segment four could be representative of the vast majority of the market.

And then we always try to sequence out the steps that we would need to take from segment one to segment two, three and eventually four. And we always we try to map what are the gaps that we have in our current product and what would it take to start selling to customers in segments two, three and four on a consistent basis. And we take all of that feedback into account for building our roadmap.

And then we always try to sequence out the steps that we would need to take from segment one to segment two, three and eventually four. And we always we try to map what are the gaps that we have in our current product and what would it take to start selling to customers in segments two, three and four on a consistent basis. And we take all of that feedback into account for building our roadmap.

And then we always try to sequence out the steps that we would need to take from segment one to segment two, three and eventually four. And we always we try to map what are the gaps that we have in our current product and what would it take to start selling to customers in segments two, three and four on a consistent basis. And we take all of that feedback into account for building our roadmap.

But most importantly, we ensure that this roadmap is never set in stone. And we try to be as nimble and flexible on revisiting this on some kind of an ongoing cadence.

But most importantly, we ensure that this roadmap is never set in stone. And we try to be as nimble and flexible on revisiting this on some kind of an ongoing cadence.

But most importantly, we ensure that this roadmap is never set in stone. And we try to be as nimble and flexible on revisiting this on some kind of an ongoing cadence.