Taro Fukuyama

It's like minimum sellable product that if there is a

person that's going to be willing to pay, then most likely you can find a second one.

And if you can get two of those, then most likely you can get 10 of those.

Then eventually you can get 100,000 of customers.

We had only PDF of the idea.

Yep, we have three of us, all co-founders.

One engineer, one designer, one me.

I was doing everything for the company.

Roughly 50 employee size.

Okay, all in San Fran?

Yep, everyone in the same office in San Francisco.

Maybe one day.

Yep, so it's less about employee, it's more about the company admin.

As long as HRs care about the culture and if they have the programs.

For the perk side, it's more like turn on and off.

But for the recognition side, as long as they have program thought about it already and as long as there is a funding that they're doing behind of the program, then that's a sign that they will not churn for a while.

We do it on the revenue side.

Well, we do look at both of logo churn and revenue churn, but we know that we tend to lose more of a smaller segment size, and then we know that we are not trying to focus on that segment either.

So focusing on logo churn could kill us to focus on the wrong thing, so we tend to focus on the revenue side.

Right now, on the monthly basis, we try to stay around 1% on the monthly revenue side.