David DeSanto: belief

Transcript context

…What's interesting is my last interview that I did was with the co-founder of HubSpot, Dharmesh, and they had the exact same strategy, breadth over depth. Also, one of their core values is transparency. They share all of their financials with everyone, salespeople, everyone, they see everything. So it's so interesting that this companies are very different and have very different markets, but there's two really similar elements here and I've worked out for both I guess. Does that bring up anything? I don't know how much you know about HubSpot. I know the company and know some people who worked with me in the past that have gone there. I think what you're touching on is that there's some product frameworks that are universal. I occasionally will have founders reach out and ask the question, when do I make that pivot? And it's really like, have you found your fit in market and have you done the whole, you'll use Jeffrey Moore's book, the Crossing The Chasm. Have you found that? And if you have, now to put all of your wood behind that arrow to use a saying, right? And then you're able to get that differentiation in that market presence. And we go back to breath over depth when we're looking at new investments. So it's not like it's left GitLab, it's currently part of our AI strategy that we're finding the spots for depth psychology makes a lot of sense. But we also know that if those five things I shared with you are leading and we see them as leading in the industry, it's going to give us the ability to do more of that breath over depth as we try to expand our SAM or try to go after a new market. What's interesting with Dharmesh's approach, I'll share briefly, is their internal metric was, "If we're the top three product in any of the categories, we're doing too much. We're investing too much in these products. We don't want to be the top three in any of these yet. We just want to be fine because holistically it's going to be great." But just I want to move on from this topic, but just it's interesting, the approach you shared for GitLab or why going wide made sense was explore opportunities and then go big when you find something that works. HubSpot's strategy was our customers need all the problem they have includes needs, all of these many things. And so to solve their actual problem, it turns out we need to build a lot of things the way it is. And I imagine that was a part of GitLab's need to?…

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