Howie Liu: evaluation

Transcript context

…I have that book behind me. Yeah, I love that book. But slow thinking it's like, it's just a different mode of planning and executing, right? It's like more deliberate that require more premeditation. We can't just ship a new piece of infrastructure that has a lot of data complexity like our data store HyperDB that now can handle multi-hundred million record data sets. That's not something you ship in a week in a hacky prototype. So we now have these two separate parts of the company, and I actually think what's really cool is they actually compliment each other very well, right? Because the fast execution, the AI stuff, that creates the top of funnel excitement that also inspires new use cases and new users to come to Airtable, including in large enterprise, right? Enterprises can use this stuff too. It's not just like a SMB thing, but the slow thinking basically allows those initial seeds of adoption to Sprout and grow into much larger deployments. Whereas I think a lot of the challenge for many of the AI native companies I've seen is that they could have a very wide top of funnel, like get all of this AI, tourist traffic. A lot of interest, a lot of early usage, but then sometimes the challenge is how do you turn that into more durable growth and get each of those adoption seeds to retain and expand over time. That is super cool. I've never heard of this way of structuring teams, the fast thinking, thinking fast, thinking slow, the Kahneman. It's so interesting for the fast thinking team, do you find there's specific archetypes of people that are successful there? Is it a lot of bringing in new people that are not just used to the way of working at our table? What do you find?…

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