Speaker unverified: belief

Transcript context

…Being a public company to all that, have you been in any way held back by that, accelerated? Would have it been different if you were still private? I think it would have been harder if we were private. I think that being a public company, having consistency in reporting, and having some really dedicated long-term shareholders, as well as new interested investors, gave us the opportunity to really play offense, as you say. We ended up raising $375 million in total. We now are on the other side of this with a clear direction, a smaller, vibrant, mighty team, a smaller, focused team, and we’re doing everything in our power to help our customers during this time. it’s really core to who we are. It’s building a stronger platform, it’s creating a superior product experience, it’s helping them reach broader audiences through their online events. Think about how we are going to be a better company, going forward. It’s sort of like a near-death experience and a new lease on life. We needed the financial security to be able to get through at this point, but I think that, as a public company, we were able to access the public markets for part of our financing. That was possible because we’re a public company. All right. Now, on the grading. As you both know, the way that we finish these episodes is with a grade. Dave and I have gone back and forth on how on earth we do that for this episode. What I want to do with both of you is what’s the scenario where five years from now we look back and say A+ between product and strategy decisions. What could be the A+ outcome from this?…

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