Amol Avasare: prediction

Transcript context

…Okay, awesome. And then in terms of the way you are structured, I thought that was really interesting. It's a combination of different sorts of things. So there's the API growth, there's Claude Code growth, but then there's also personas, like a vertical of knowledge workers and B2B. Is that intentional, some specific bets and one just broad market opportunity? When you have one product, it's easier to have a growth team that's more purely on the funnel. It's like you have the conversion, you have activation, you have monetization. But as you start to get into having multiple products, I think that's harder because if you do that, then if you just have one activation team, for example, but then you have Claude Code, you have Cowork, you have all the other things. They're very different audiences and they're very different sets of cross-functional stakeholders internally. So we're kind of looking at, what is the thing? And all org structures are not perfect and they're right for a point in time, but we're looking for what is the structure that allows us to have as much focus. Focus is a really big thing, and on audience and problems. And also, the tie-ins to cross-functional partners is really, really important. The folks on our Claude Code growth team, they work extremely closely with Cat and Boris and the others on that team. And so that tie-in is really important as well. So you've done growth at a lot of different companies, a lot of basically, let's call it traditional growth before Anthropic. How else is growth as a function and as a skillset changing with the rise of AI, AI products, and AI startups?…

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