Tameem Hourani

Are you familiar with Sequoia's rule of threes and tens? I don't know if you've come across that.

Are you familiar with Sequoia's rule of threes and tens? I don't know if you've come across that.

It's just like your business fundamentally changes when you hit these intervals, right? So you're three people, you're 10 people, you're 30 people, you're 100 people. And then the next break becomes 300 and 1,000 and so on. A lot of companies or a lot of people talk about scaling based on revenue, right? They'll be like, hey, you're at 25 million, you're at 50, you're at 100.

It's just like your business fundamentally changes when you hit these intervals, right? So you're three people, you're 10 people, you're 30 people, you're 100 people. And then the next break becomes 300 and 1,000 and so on. A lot of companies or a lot of people talk about scaling based on revenue, right? They'll be like, hey, you're at 25 million, you're at 50, you're at 100.

It's just like your business fundamentally changes when you hit these intervals, right? So you're three people, you're 10 people, you're 30 people, you're 100 people. And then the next break becomes 300 and 1,000 and so on. A lot of companies or a lot of people talk about scaling based on revenue, right? They'll be like, hey, you're at 25 million, you're at 50, you're at 100.

And yeah, of course, the business changes. But if you look at it from people's perspective, we've almost been like spot on with those breaks. It's right when we hit those intervals, the business just starts to fundamentally change. You need different roles. You need different tools. You need different automation. We've been very cognizant to try to lean on tech to scale out versus people.

And yeah, of course, the business changes. But if you look at it from people's perspective, we've almost been like spot on with those breaks. It's right when we hit those intervals, the business just starts to fundamentally change. You need different roles. You need different tools. You need different automation. We've been very cognizant to try to lean on tech to scale out versus people.

And yeah, of course, the business changes. But if you look at it from people's perspective, we've almost been like spot on with those breaks. It's right when we hit those intervals, the business just starts to fundamentally change. You need different roles. You need different tools. You need different automation. We've been very cognizant to try to lean on tech to scale out versus people.

I don't think to your point, people are very scalable. We try to do a lot with the technology we have, and we've got obviously a great bench of engineers. We've automated most of our business processes through tech, so we don't do a lot of manual invoicing. We don't do manual closing of books. We don't do manual recruiting. It's very automated.

I don't think to your point, people are very scalable. We try to do a lot with the technology we have, and we've got obviously a great bench of engineers. We've automated most of our business processes through tech, so we don't do a lot of manual invoicing. We don't do manual closing of books. We don't do manual recruiting. It's very automated.

I don't think to your point, people are very scalable. We try to do a lot with the technology we have, and we've got obviously a great bench of engineers. We've automated most of our business processes through tech, so we don't do a lot of manual invoicing. We don't do manual closing of books. We don't do manual recruiting. It's very automated.

We've had to do that to be able to maintain the scalability without going out and raising funding. from a revenue or top line, you start to see patterns in what customers look for and that generally becomes consistent over time.

We've had to do that to be able to maintain the scalability without going out and raising funding. from a revenue or top line, you start to see patterns in what customers look for and that generally becomes consistent over time.

We've had to do that to be able to maintain the scalability without going out and raising funding. from a revenue or top line, you start to see patterns in what customers look for and that generally becomes consistent over time.

You come into these problems you're trying to solve where you might be able to reuse some of your code from prior engagements or pull snippets from GitHub or service licenses, et cetera. There's a lot of reusability in being very niche, being very specific in the solutions we're providing.

You come into these problems you're trying to solve where you might be able to reuse some of your code from prior engagements or pull snippets from GitHub or service licenses, et cetera. There's a lot of reusability in being very niche, being very specific in the solutions we're providing.

You come into these problems you're trying to solve where you might be able to reuse some of your code from prior engagements or pull snippets from GitHub or service licenses, et cetera. There's a lot of reusability in being very niche, being very specific in the solutions we're providing.

One may argue, hey, customers don't like that, but the truth is because we're not doing, we're not a dev shop, we're not just writing code for customers, we're solving problems. The reality is you end up solving the problem faster and solving the problem better for the customer, and you're still providing the same value. You're able to do it in a much better way and customers value that.

One may argue, hey, customers don't like that, but the truth is because we're not doing, we're not a dev shop, we're not just writing code for customers, we're solving problems. The reality is you end up solving the problem faster and solving the problem better for the customer, and you're still providing the same value. You're able to do it in a much better way and customers value that.

One may argue, hey, customers don't like that, but the truth is because we're not doing, we're not a dev shop, we're not just writing code for customers, we're solving problems. The reality is you end up solving the problem faster and solving the problem better for the customer, and you're still providing the same value. You're able to do it in a much better way and customers value that.