Speaker unverified: belief

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…Which is so funny. That efficiency translates to capital efficiency, which translates to operational margins, which translates to cash flow, which is the whole point. Totally. Yeah, it gives you more flexibility. I would say the key also is just product excellence. That comes from the core set of engineers you hired, I think. You were especially very focused in the early days, right? Totally. You were not thinking about something else. You were thinking about video conferencing. I would say that's why I got to know Eric. I got to know Eric, I thought, that's a pretty focused guy and that his product is good. And then I tried out his product. I'm like, oh, this is really good. I want to join his board. I think that product excellence can make you more efficient, your sales cycles more efficient. Everything is better. Your product was twice as good as Webex, right? No, 10 times better. Ten times better? I guess my point is, if your product was only 20% better, it wouldn't have been enough. It wouldn't have mattered. You're so right. That's why I always like the restaurant analogy. You're buying a brand new restaurant. If the food doesn't work, even for free, you don't know if I'm still going to buy it anymore. Again, back to Peter's point. It's extremely important. Everything starts from one thing, product excellence as a foundation. You can optimize a lot of things. If a product does not work, forget everything else. Just double down, triple down on the product. That's the number one thing. Peter's right. That's a lot about which people you put on the product. Yes, totally. Eric was very particular about getting the best people. People, we can come back to that. I remember what we talked about with Santi in the episode we did on Zoom's IPO years ago now, you're named executive officers in your S-1. You think typical, oh, here's a high-flying SaaS company. There's going to be a VP of sales from Salesforce. There's going to be a chief marketing officer from HubSpot. Nothing wrong with those companies and those people. I think at both of your companies, the people you brought in as leaders were up and comers. They weren't the established superstars.…

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