Zeb Evans

And we can also build features very quickly that actually use separate teams that don't even affect our core product teams, but are still within that same platform, the same ecosystems.

So we've been very mindful of doing that since day one, because essentially with our vision, we're putting 15 different products inside of one.

And so traditionally, that's not the thing you do in software, right?

You're supposed to do one thing and do it well.

And we've kind of always been the antithesis of that.

Yeah, we can't really talk specific revenue numbers right now.

Um, but you know, we've, we've grown, we now actually have 800,000 teams that, that use our product.

We had 200,000, uh, when we raised our, our series B, uh, and I believe around a hundred thousand in series a, um, so, you know, you, you can kind of, kind of back the math out there and we've grown roughly four X since our, our series B. Now, I think you said in the, in the press release for the round, you have 85,000 teams who are actually paying.

Yep.

85,000 paying teams.

There's always room to improve everything for sure.

And we just started building product growth teams that are more focused on activation, retention, and of course, upsell monetization, increasing our free to paid conversions.

So there's always room to grow in everything.

We have always had a very functional focus to product and engineering in the first place because it's such a wide product.

You can't have everybody do everything, every engineer do everything.

So we've always had these teams focused around our core product.

Now what we've done is really hyper-focused them on very individual features and

So that you have a squad of five to six or seven people.

You've got a PM, you've got an EM, you've got a few engineers and usually a designer that's tied to each of those.

Product manager and engineering manager.