Speaker unverified: belief

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…know? Yeah. That's part of the issue with the whole raise a billion dollars thing. Like you actually run very lean and that's, that's actually been to your advantage. Totally. And I think, you know, and I think we, we have to staff up because I mean, we went from, you know, call it zero customers to, you know, 20, 30,000 kind of, you know, in six weeks, we have to have certainly more customer support, customer success stuff, et cetera. But you know, also just on, on engineering we have to ramp up, but I do think that there's a, we saw this in the 2021 cycle, right? Where, you know, adding tons more people can, can, can be a thing that really hurts, you know, the company because you can, it's just harder. It's really hard to manage lots of people. Not if you're a big enough company to warrant a certain headcount, a 100%, you kind of have to do it. Right. But I think for us, it's worked just to really grow, grow the team slowly and intentionally. And so I think we're going to take the same approach here at a bit of a faster clip than we were previously. But to me, that would just be general advice to startups is like slowly intentionally as fast as you can to meet demand or whatever. Part of what I felt like you're in a unique position to talk about, but also kind of what we went through in our, in our call was I have PMF now, what is, is kind of what I've been saying. And so like, I think the first answer is hire a data scientist because we have to sort of figure out like from our data that you're now sitting on a ton of different customers and we don't really know the different customer segments. You're starting to get an idea of churn. You're starting to get an idea of like segmentation. You already had data enrichment. One of my most interesting quotes from you from that session was that because you were selling to enterprise for so long, you had already set up all that stuff and it's just like, wasn't useful for a more sort of developer bottom up centric approach.…

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