Torsten Reil

I mean, it felt already, we started the company in 2021, that something was brewing, the geopolitical kind of tectonic plates were shifting, and we felt that we had no time to lose. The reason we raised quite a bit of money from the beginning was because we wanted to make sure that we could be fast, and speed became one of the main things for us.

I mean, it felt already, we started the company in 2021, that something was brewing, the geopolitical kind of tectonic plates were shifting, and we felt that we had no time to lose. The reason we raised quite a bit of money from the beginning was because we wanted to make sure that we could be fast, and speed became one of the main things for us.

So everyone's aware of blitzscaling, the book, but you can summarize it quite quickly. There are sometimes situations when capital is available where it's okay to be inefficient so that you can be effective, basically. and very fast. And we embraced it from the beginning. We tried to get recruitment up and running really quickly, which was crucial for performance culture.

So everyone's aware of blitzscaling, the book, but you can summarize it quite quickly. There are sometimes situations when capital is available where it's okay to be inefficient so that you can be effective, basically. and very fast. And we embraced it from the beginning. We tried to get recruitment up and running really quickly, which was crucial for performance culture.

So everyone's aware of blitzscaling, the book, but you can summarize it quite quickly. There are sometimes situations when capital is available where it's okay to be inefficient so that you can be effective, basically. and very fast. And we embraced it from the beginning. We tried to get recruitment up and running really quickly, which was crucial for performance culture.

You need to basically always have pressure on the pipeline of good people coming in in order to be able to manage other people out and so that you end up with a pool of people that are amazing. And so we wanted to shortcut that and found a third party that I wouldn't say overstaffed, but staffed very well so that we could get people in. Did a whole bunch of other things just to be fast.

You need to basically always have pressure on the pipeline of good people coming in in order to be able to manage other people out and so that you end up with a pool of people that are amazing. And so we wanted to shortcut that and found a third party that I wouldn't say overstaffed, but staffed very well so that we could get people in. Did a whole bunch of other things just to be fast.

You need to basically always have pressure on the pipeline of good people coming in in order to be able to manage other people out and so that you end up with a pool of people that are amazing. And so we wanted to shortcut that and found a third party that I wouldn't say overstaffed, but staffed very well so that we could get people in. Did a whole bunch of other things just to be fast.

Knowing that eventually we needed to settle at a different kind of level and not be inefficient, but be efficient and effective at the same time.

Knowing that eventually we needed to settle at a different kind of level and not be inefficient, but be efficient and effective at the same time.

Knowing that eventually we needed to settle at a different kind of level and not be inefficient, but be efficient and effective at the same time.

So I think you need to make a commitment early on that it is usually a temporary period. We wanted to do it for the first six to 12 months. So with recruitment, for example, we used a great third party and then eventually we moved into in-house. How much did you raise for your first round?

So I think you need to make a commitment early on that it is usually a temporary period. We wanted to do it for the first six to 12 months. So with recruitment, for example, we used a great third party and then eventually we moved into in-house. How much did you raise for your first round?

So I think you need to make a commitment early on that it is usually a temporary period. We wanted to do it for the first six to 12 months. So with recruitment, for example, we used a great third party and then eventually we moved into in-house. How much did you raise for your first round?

So the seed was 8.5 million euros, but then we were lucky to have Daniel Eck and Prima Materia invest 100 million euros four months later or so.

So the seed was 8.5 million euros, but then we were lucky to have Daniel Eck and Prima Materia invest 100 million euros four months later or so.

So the seed was 8.5 million euros, but then we were lucky to have Daniel Eck and Prima Materia invest 100 million euros four months later or so.

Well, Daniel came into the seat round. He was an investor in our seat round, the eight and a half million. And within two or three months, I think he developed so much conviction that he asked, like, I would like to lead your series A, how much money do you need? And I said, ideally, 100 million euros. And he gave us the money through Pure Materia, who've been amazing to work with.

Well, Daniel came into the seat round. He was an investor in our seat round, the eight and a half million. And within two or three months, I think he developed so much conviction that he asked, like, I would like to lead your series A, how much money do you need? And I said, ideally, 100 million euros. And he gave us the money through Pure Materia, who've been amazing to work with.

Well, Daniel came into the seat round. He was an investor in our seat round, the eight and a half million. And within two or three months, I think he developed so much conviction that he asked, like, I would like to lead your series A, how much money do you need? And I said, ideally, 100 million euros. And he gave us the money through Pure Materia, who've been amazing to work with.