Soumya Murthy

So we use that, our founder to this day, just an excellent pivot master.

And we had a team of very deliberative analytical engineers who would have done analysis paralysis.

We use the situation to say,

let's focus on these 20 plus options that we have to go to market, and really focused on one to two, and signal to the marketplace using customer experience-led prototyping that we're all used to.

Now, in the burnout section,

The folks that came in from the US enterprise, as you can imagine, struggled with this dynamic move and the nature of that kind of a pivot.

But the original service bootstrappers thrived for the most part.

And the wins, we hit the ground running with $2.2 million ARR, 60 new logos added.

And the biggest point, in this market, if you don't have an enterprise deal, your marquee accounts

You're not going to make it for long.

So we were able to hit that.

And we had a really strong market entry to go up against our competitors worth $300 million AR companies, existing incumbents, right?

And vertically oriented Quorum and P2.

So what we said was, hey, let's keep doing more of this, looking at our internal talent.

but none of us were extreme talent experts.

So what I'm about to show you is a lens that we in-house developed.

Now, guys, there are a whole slew of AI-based and other personality profiling things.

So please don't look at these, although it's in a box.

look at this more as a lens we created to start having normalizing language around organic talent.

Because we human beings are complex designs, right?