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From YouTube: CEO 101 with Sid Sijbrandij (Public Livestream)
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A
B
Sure
happy
to
so.
My
question
is
why
tanuki
I
see
in
the
handbook?
There
was
a
brief
explanation
about
how
to
new
keys
operate
as
a
team
which
resonated
in
the
one
I
get
lab,
operates
and
our
team
structure.
But
there
are
other
animals
that
operate
that
way
as
well.
So
I'm
wondering
if
there's
anything
specifically
about
the
tanuki
yeah.
A
So
it's
it's
a
bit
of
like
I,
don't
know,
reversing
history,
there's
a
better
way
to
say
this,
but
we're
changing
the
story.
After
the
fact,
one
gate
lab
got
started
as
an
open
source
project.
It
didn't
have
a
logo
and
at
a
certain
point
someone
donated
a
logo.
His
name
was
Ricardo
Mars
and
I
was
pulling
the
first
year
and
it
REM.
A
Would
we
ran
with
that
logo
for
like
four
years
or
something,
and
then
around
the
time
we
graduated
from
Y
Combinator
people
started
complaining,
as
in
two
people,
independently
said:
I
had
nightmares
where
I
was
chased
in
my
dreams
by
your
by
your
logo
by
by
that
Fox.
If
you
google,
get
up
on
logo,
you'll
see
it's
a
pretty
scary
logo
and
it
was
discontent.
It's
like
frowny
I
will
say
the
the
Fox
will
smile
as
soon
as
we're
bigger
than
github.
So
so
we
had
an
eternal
finger,
make
the
Fox
smile.
A
Also,
there
was
confusion
whether
it
was
a
fox
or
a
raccoon,
because
it
has
elements
of
both
and
then
coincidence
has
it
that,
on
like
the
busy
is
the
most
important
day
of
the
company
graduating
from
one
Combinator.
It's
called
an
event
called
demo
day
where
you
have
investors,
who
was
in
that
room
there
Ricardo
Marsh,
the
guy
who
donated
the
logo
as
an
investor.
So
to
me
to
walk
talk
to
him
is
like
hey
thanks
thanks
and
thanks
for
donating
that
logo.
By
the
way
we
think
we're
ready
for
a
new
logo.
A
Would
you
mind
if
we
replace
it,
because
we
still
appreciate
you
contributing
it?
It's
like
no
totally
fine
by
the
way,
I
know
just
the
person
to
help
you
with
the
new
logo.
I
know
someone
who
specializes
in
Fox
logos.
So
that
was
that's
great.
We
went
to
that
person.
We
got
an
awesome
new
logo,
but
then
we
always
kind
of
we're
like.
Is
it
a
fox
or
a
raccoon?
A
It
was
still
my
mind
and
then
someone
pointed
out
that
in
Japan
the
tanuki
means
for
dog,
and
it
has
some
not-so-good
connotations,
but
also
some
awesome
ones
like
in
Super
Mario.
If
you
get
the
raccoon
dog
the
Tanooki
suit,
you
could
certainly
fly
and
wag
your
tail
and
stuff
like
that.
So
we
thought
that
was
funny.
There's
already
enough.
People
called
our
logo.
A
fox
ours
is
a
tanuki
very.
C
Hi
yeah,
so
my
question
really
was
as
a
person
in
year
or
was
the
why
the
main
focus
this
year
really
and
I
know
you
know
it's
probably
going
to
be
a
big
year
with
the
company
like
Thank
You,
pork
butt.
So
just
around
the
strategic
priorities.
D
C
A
line
this
year
and
the
second
question
was
to
do
with
the
improving
the
customer
experience.
So
do
you
have
any
plans
to
do
that
cause?
You
know
all
the
different
areas,
yeah.
A
A
Think
sales
and
marketing
wise
want
to
make
sure
that
we're
never
behind
again
in
hiring
salespeople
or
in
building
pipeline.
We're
kind
of
hurting
this
quarter,
because,
like
six
months
nine
months
ago,
you
weren't
fast
enough,
so
we're
gonna
make
sure
that
never
happens
again
and
in
product
wise.
A
We
lost
for
people
to
use
more
of
the
product,
and
that
means
what
the
goal
is
going
to
be:
raising
small
states,
monthly,
active
users
and
we're
going
to
do
that
by
having
more
monthly
active
users
which
always
helps,
but
also
by
raising
school
status
per
user.
So
if
you
have
a
certain
user,
how
many
stages
should
you
use?
Did
you
just
use,
create
or
also
verify
until
they
also
use
release
and
monitoring
and
defend
and
everything
else?
And
we
want
to
one
for
every
user
to
use
as
much
as
possible
off
the
product.
A
So
that's
going
to
be
a
focus
out
there
and
then
teen
wise
I
want
to
I
want
us
to
invest
a
lot
more
in
training
making
sure
we
have
everything
in
the
handbook
that
you
need
to
train
on
that.
We
have
tests
that
you
can
get
a
certification
and
that
we
have
kind
of
discussion
groups
or
we
discuss
this
subject
and
share
our
own
experiences.
So
that's
going
to
be
focused
there.
Apart
from
that,
a
big
priority
is
making
sure
that
experience
allows
renewals,
it's
better,
so
getting
licenses
and
things
like
that.
A
There's
a
lot
of
work
going
on
to
make
that
a
better
experience.
The
be
said
just
that
group
conversation
for
support
this
morning
and
the
customer
satisfaction
with
the
licensing
process
jumped
from
80%
to
90%.
So
a
lot
of
progress
there,
but
right
now
that's
taking
a
giant
effort
by
everyone
and
we
gotta
get
that
kind
of
a
calmer
state.
It's
just
a
good
experience
by
default.
C
A
D
Coming
from
a
remote
environment
for
the
last
10
years,
I
noticed
that
one
of
the
things
that
tends
to
be
a
pushing
point
for
a
lot
of
remote
companies
is
making
sure
that
there's
not
burnout.
So
what
are
some
of
the
headwinds
their
lessons
that
you've
seen
as
a
leader
working
with
a
fully
remote
team
in
several
different
countries?.
A
Yeah,
a
great
question,
I
think,
first
of
all,
the
danger
of
working
remote
is
that
you
don't
have
as
much
separation
between
your
personal
life
in
your
company
life.
Otherwise
it's
if
you,
if
you
have
a
change
of
location,
it's
easier
to
distinguish.
The
two
and
I
constantly
feel
that
pressure
of,
like
I,
have
emails
that
I
didn't
answer
yet.
A
A
We
should
reduce
travel
to
the
minimum
needed
like
we
have
zoom
and
other
amazing
things.
Travel
is
just
super
hard
on
your
your
health
and
your
time
and
yeah.
This
is
it.
This
is
a
startup
we're
growing,
very,
very
fast,
so
more
than
doubling
every
year,
there's
there's
always
were
always
behind
we're.
Always
there's
always
things
that
we
haven't.
We
didn't
hire
that
for
that
role.
Yeah,
we
didn't
find
the
right
person
yet
and
the
work
is
still
there
and
it
has
to
happen
so
I
think
those
are
kind
of
risks
in.
A
Yet
where
sometimes
I
make
a
decision
where
someone
else
has
to
do
the
work,
so
they
should
be
the
DRI
and
and
I
shouldn't
I
shouldn't
make
the
decision
so
I
think
it's
that's
going
to
be
something
to
keep
focusing
on
making
sure
there's
a
single
DRI.
It's
a
person
actually
has
to
do
the
work,
because
nothing
is
more
frustrating
than
being
accountable
for
something
that
you
you
don't
have
enough
influence
over.
F
A
For
asking
I
think
one
of
the
things
that
I'm
discovering
time
and
time
again,
you
need
a
sense
to
create
a
sense
of
urgency
at
the
other
side
and
the
best
way
to
do
that
is
to
have
multiple
parties
in
play.
So
it's
always
a
funnel.
You
want
to
kind
of
keep
everything
at
the
same
stage
and
have
everyone
end
up
at
the
end
of
the
funnel.
At
the
same
time,.
A
Any
any
one
given
the
opportunity,
any
investor
will
wait.
So
there
has
to
be
a
reason
why
now,
under
the
best
reason,
is
because
otherwise
someone
else
will
do
it
at
Mile
Missa
and
we're
rediscovering
that
lesson
again
and
again,
also
in
kind
of
non
financing
dealings
with
investors
did.
The
same
thing
applies.
A
Yeah
another
thing
is
that
what
was
funny
for
me
was
that
it's
super
enjoyable
so
far
to
deal
with
investors,
super-smart
and
I
thought
it
would
be
boring
to
repeat
the
same
story,
but
you
kind
of
get
to
a
B
test.
Your
story
like
make
it
better
see
what
points
they
look
up
of
points
they
kind
of
get
bored
and
it's
I
thought
it
would
be
repetitive
and
boring,
and
it's
anything,
but
so
that
was
I
was
happy
because
there's
a
lot
of
investor
meetings
in
my
future
thanks
it
thank
you
can.
G
Hey
save
it
lab
is
a
company
with
great
culture
as
far
as
most
of
us
can
see
so
far,
it's
a
company
with
lots
of
openness,
lots
of
openness
to
our
team
members
and
also
customers.
I,
really
appreciate
the
handbook
by
the
way
and
I'm
sure
lots
of
team
members
and
customers
also
appreciate
it
as
well,
but
we're
also
going
through
a
large
growth.
How
do
you
see
this
culture
going
along
with
this
growth
yeah.
A
I
know
concentrated,
maybe
in
a
lot
of
companies
when
the
culture
isn't
only
embedded
in
people
and
if
you
add
more
people
it
dilutes.
We've
done
a
good
job
of
writing
down
our
values
and
our
sub
values
done
a
good
job
of
reinforcing
our
values
but
I
think
the
biggest
headwind
this
year
is
going
to
be
for
transparency.
A
H
A
A
They
say
a
Y
Combinator
growth
solves
all
problems,
and
it's
of
course
ridiculous,
like
on
one
end
like
you
can
have,
you
can
do
be
growing
to
horrible
things.
But
if
you
grow,
you
have
kind
of
money
to
solve
problems
and
the
value
of
a
company
is
like
it's
expected
for
profit
in
the
future
and
profit
as
a
combination
of
like
revenue
and
margins
margins
tend
to
be
inherent
to
your
assist
model
or
enterprise
software
about
85%.
So
the
other
factor
is
the
one
we
can
influence
revenue.
A
So
normally
a
big
revenue
is
your
North
Star.
However,
we
are
a
subscription
company.
So,
instead
of
looking
at
the
revenue,
we
can
look
at
the
the
kings
in
revenue
which
it's
the
differential
on
revenue,
which
is
an
even
better
metric
to
focus
on.
So
that's
why
we
focus
on
that.
How
much
new
revenue
did
we
get
net
of
the
people
who
cancelled
like
iacv
is
like
$10
extra
$1
over
cancel
and
then
yet
nine
dollars
of
IACC
said.
That's.
A
A
I'm
not
sure
it
should
be
a
value,
but
I
agreed
that
we
practice
a
lot
of
continuous
improvement
in
Kaizen
I.
Think
some
of
the
things
that
you
would
call
Kaizen,
we
call
iteration
so
I
think
that's
similar,
but
yeah
and
maybe
maybe
it
shouldn't
be
a
top-line
value.
But
maybe
it
can
be
a
sub
value
under
iteration
to
remind
people
that
that
is
kind
of
the
same
thing:
I'm
not
against
that.
A
I
A
J
And
nothing
said
so
in
our
in
our
handbook.
You
know
we
missed
out
I,
think
twenty
one
of
the
kind
of
biggest
risks
to
get
lab,
but
as
as
the
CEO
and
co-founder,
if
you
look
at
these
risks,
you
know
what
what
really
keeps
you
up
at
night
right.
What
are
the
things
that
you
are
kind
of
top
of
mind
and
are
your
primary
concerns?
J
A
So
the
biggest
risk
pace
is
sorted
in
what
I
think
are
the
biggest
risks
and
I
think
that
many
companies
kind
of
over
rotate
on
competition
and
under
rotate
on
like
what
they
can
influence
themselves.
So,
instead
of
spending
a
lot
of
time
on
the
competition
we
we
have
the
moon
yet
number
eleven
like.
If
we
make
sure
that.
A
We
hire
great
people,
we
off
board
the
people
that
are
not
working
out
in
their
function.
We
keep
going
really
fast.
We
have
we
can
when
there
is
a
challenge
in
the
ecosystem
or
competition-wise.
We
can
adjust
course.
So
it's
I,
don't
know
if
you,
if
you
have
a
better
airplane,
you
can
just
go
above
the
weather
and
I.
Think
it's
a
bit
like
that
yeah.
If
you're,
if
you
were
in
a
prop
plane,
you
should
be
really
afraid
of
that
weather.
A
If
you're
in
a
jet
and
an
errand
airline,
you
can
just
go
over
it
and
I.
Think
it's
like
that.
If
we
build
a
company
that
goes
really
really
fast
and
it's
able
to
adjust
course
quickly
and
keep
hiring
great
people,
then
I
think
we
have
many
more
options,
irrespective
the
weather,
the
whole
common
our
way,
obviously,
the
competition
isn't
sitting
still
and
them
will
will
feel
that.
A
A
We
do
want
to
make
sure
that
that
they
have
ample
time
for
the
most
important
things
in
life,
friends
and
family
or
family
and
friends,
and
we
want
to
be
a
great,
a
great
partner
for
them
and
and
treat
them
fairly
and
make
sure
that
they
make
progress
and
all
those
all
those
things
and
give
them
realistic,
tasking
and
all
those
things.
But
you
look
at
our
value
space.
Hopefully
happy
is
not
part
of
our
values,
of
what
we
strive
for
I've.
A
I
K
A
Thanks
for
asking
I
think
what
we
the
pipeline
like
six
to
nine
months
ago,
we
didn't
hire
salespeople.
Yes,
we
should
have
then
the
best
marketing
money
like
we
were
under
budget
because
we
didn't,
we
didn't
put
up
the
money
because
we
weren't
sure
whether
we
were
spending
it
right
so
and
ever
in
sales
wise.
We
had
some
some
hiring
of
managers
to
do
before
we
could
hire
the
individual
contributor.
So
it's
understandable,
like
I,
understand
why
we
did
that
at
the
time,
but
it
cost
this
to
fall
behind
our
plan.
A
Now
this
quarter
we're
that's
a
problem
and
it
it
takes
six
to
nine
months,
because
that's
our
sill
cycle
for
the
bigger
deals
regarding
pipeline
oath
and
the
seals
or
I
think
we're
on
the
right
path.
So
I
don't
have
any
super
concrete
suggestion
I'm,
as
I
said,
I
I'm,
really
about
training
and
I'm,
seeing
this
training
improve
a
lot
already.
So
that's
super
exciting
I'm
going
to
be
focused
on
trying
to
keep
the
handbook
as
a
single
source
of
truth,
which
is
going
to
be
a
struggle.
A
But
it's
it's
amazing
that
we're
making
progress
on
like
onboarding
salespeople,
quicker
and
then
in
the
the
pipeline
generation
in
marketing.
We
see
see
bigger
focus
on
kind
of
pipe
to
spend
so
hey
if
I
put
an
extra
marginal
dollar
in
how
much
pipeline
we're
going
to
generate
our
goals
about
five
and
we're
getting
better
at
measuring
for
every
initiative.
I
can
what
they
did
contribute
and
that
will
allow
us
to
make
better
choices
and
with
the
money
towards
the
channels
that
can
still
use
an
extra
marginal
dollar.
I
said
address
your
question.
A
L
House
get
lab,
contribute
in
the
remote
work
been
in
terms
of
cost
comparison
to
having
an
office
space
now.
I
know
that
remote
workers
is
not
just
about
saving
money,
but
do
we
end
up
spending
about
the
same
amount
of
money
as
having
office
space
and
I
come
from
a
company
that
I
used
to
do
a
global
retreat
every
it
was
every
four
years,
but
we
got
to
a
size
where
it
was
just
unmanageable.
L
A
So
it's
about
three
to
four
percent
of
payroll
to
organize.
Give
up
Kochi
be
having
people
co-located
on
office
is
about
ten
percent,
so
it's
two
and
a
half
times
less
expensive
Wow.
Now
that
being
said,
if
you
are
co-located,
if
you
have
an
office
very
frequently,
you
still
have
an
off-site
like
it's,
not
because
you
have
an
office
height.
You
automatically
have
this
experience.
Where
there's
a
week
in
the
year,
that's
focused
on
meeting
other
people
getting
to
know
each
other
better.
So
it's
not
a
the
office.
Isn't
a
substitute
in
my
mind.
A
It's
it's
something
different.
The
only
thing
is.
If
you
have
an
office,
people
tend
to
be
in
the
same
area
and
it
tends
to
be
more
affordable
to
organize
because
you,
you
don't
have
this
many
flight
tickets,
but
it's
about
$3,000
per
person
which
flights
being
half
so
you
go
from
4
percent
to
2
percent,
so
really
you're
saving
5x
compared
to
having
an
office.
A
Of
course,
did
we
we're
doing
remote
not
because
of
the
savings,
but
we're
doing
it
because
we
well
they
matter
to,
but
the
most
important
reason
is
we
get
to
hire
a
better
people
and
retain
them
longer
that
this
biggest
benefit
and
about
like
getting
bigger,
yeah
very
few
people
do
an
off-site
with
a
huge
team
it
gets.
It
gets
super
visible
in
the
balance
sheet.
A
Now
we're
going
to
spend
I,
think
three
Trina
half-million
or
something
this
year
on
the
off
side
and
that's
gonna,
keep
increasing
I,
think
the
reasons
for
doing
it
are
still
the
same.
I
think
the
benefit
people
are
getting
are
still
the
same,
so
I
don't
see
any
horizon
on
it.
There's
some
stadiums
that
host
80,000
people
so
right
you
got
a
long.