Victor Riparbelli

100%.

I totally agree with you, and I think a successful company is a long series of product market fits, but you need that initial spark, right? Once you have that, you have something to build on. The bigger you get, the bigger company you're building. You need new products, new product market fit, essentially.

I totally agree with you, and I think a successful company is a long series of product market fits, but you need that initial spark, right? Once you have that, you have something to build on. The bigger you get, the bigger company you're building. You need new products, new product market fit, essentially.

I totally agree with you, and I think a successful company is a long series of product market fits, but you need that initial spark, right? Once you have that, you have something to build on. The bigger you get, the bigger company you're building. You need new products, new product market fit, essentially.

And I actually do think that that's one of the things as a founder that you should always be focusing on. What is the next market? What is the next product you're targeting? But in our case, I would say we have a bunch of product market fits already. And those, I think you can hire super smart people that can run with it, make it great lines of businesses, make it great products.

And I actually do think that that's one of the things as a founder that you should always be focusing on. What is the next market? What is the next product you're targeting? But in our case, I would say we have a bunch of product market fits already. And those, I think you can hire super smart people that can run with it, make it great lines of businesses, make it great products.

And I actually do think that that's one of the things as a founder that you should always be focusing on. What is the next market? What is the next product you're targeting? But in our case, I would say we have a bunch of product market fits already. And those, I think you can hire super smart people that can run with it, make it great lines of businesses, make it great products.

But I think pushing to those next product market fits and where the company needs to be in two or three years, I think that remains to be the founder's job.

But I think pushing to those next product market fits and where the company needs to be in two or three years, I think that remains to be the founder's job.

But I think pushing to those next product market fits and where the company needs to be in two or three years, I think that remains to be the founder's job.

Well, I think when you have the money, you do spend it, right? I think for us, it's been more a matter of just, we've always been obsessed about actually building a business, having great unit economics, and making sure that we're a business that generates money and revenue, and that we're always in control of our own destiny, rather than being tied to a VC parachute.

Well, I think when you have the money, you do spend it, right? I think for us, it's been more a matter of just, we've always been obsessed about actually building a business, having great unit economics, and making sure that we're a business that generates money and revenue, and that we're always in control of our own destiny, rather than being tied to a VC parachute.

Well, I think when you have the money, you do spend it, right? I think for us, it's been more a matter of just, we've always been obsessed about actually building a business, having great unit economics, and making sure that we're a business that generates money and revenue, and that we're always in control of our own destiny, rather than being tied to a VC parachute.

And so I think we've always just spent conservatively, but it's also very clear, right, that if you know where to spend the capital, it is an amazing asset, right? So building a great go-to-market team, for example, I mean, that does cost money and that there's like a cash flow thing of like you have to hire like a bunch of people that are really great. They have to train.

And so I think we've always just spent conservatively, but it's also very clear, right, that if you know where to spend the capital, it is an amazing asset, right? So building a great go-to-market team, for example, I mean, that does cost money and that there's like a cash flow thing of like you have to hire like a bunch of people that are really great. They have to train.

And so I think we've always just spent conservatively, but it's also very clear, right, that if you know where to spend the capital, it is an amazing asset, right? So building a great go-to-market team, for example, I mean, that does cost money and that there's like a cash flow thing of like you have to hire like a bunch of people that are really great. They have to train.

They take nine months before they wrap up and then the investment is worth it. You want to have capital, right? You want to have a really healthy balance sheet so that you can chase any opportunity that comes ahead of you. For us, like we want to build like a really, really big company. I think there is Easily a $50-100 billion company can be built in the space that we're in.

They take nine months before they wrap up and then the investment is worth it. You want to have capital, right? You want to have a really healthy balance sheet so that you can chase any opportunity that comes ahead of you. For us, like we want to build like a really, really big company. I think there is Easily a $50-100 billion company can be built in the space that we're in.

They take nine months before they wrap up and then the investment is worth it. You want to have capital, right? You want to have a really healthy balance sheet so that you can chase any opportunity that comes ahead of you. For us, like we want to build like a really, really big company. I think there is Easily a $50-100 billion company can be built in the space that we're in.

And we want to win that. You're not going to win that by bootstrapping all the way, right? I think that's a myth.