Глава Glean: OpenAI нам завидуют, корпорации выбирают нас

The tech stack is evolving at a rate we've never seen before. My default mindset is that if you built something last year, it's obsolete today. Должен существовать новый и лучший способ сделать то же самое. А если нет, значит, просто не хватает воображения. Startups in general are a lot of hard work, but there's also a lot of fun in it. You work with people who are truly motivated and moving towards the same goal. And you really like this feeling. We are in this race together. We're going to build a great product and we're going to win. We will attract clients. The labor industry doesn't make things any easier because it is perhaps the most brutally competitive industry of all. There's so much change, so much competition, that you don't feel like you can even get off the back path to get a drink of water. This is what it feels like to work for her company. But we know why we are doing this.

Welcome to Grid. I am Jubin, a partner at Kneur Perkns. This show goes beyond the glossy success stories and explores the personal and professional challenges of building history-making companies. Today our guest is Harvin Jain, founder of SEO GLINН, a corporate assistant and workspace search platform. Glen, by the way, started in the basement of the clan Prkinns. This is the second time Arvint has appeared on our show. It's incredible to see how much progress this business has made in just a few years. How big is the company now? How many people? We have crossed the thousand mark. Come on. Yes, to be honest, I was surprised myself. And to be clear, it wasn't a feeling of celebration, it was a feeling of panic when I saw that we had exceeded a thousand employees, because that's a very large number. Why the panic? What is special about this number? Are you worried that the organization is becoming too big or that you are becoming a big company? Well, look, they often say now that a company with a billion in revenue per employee is the new benchmark, and everyone is trying to be as streamlined as possible in building a business. And we reached a thousand people. And I really feel like we could do a lot more with our team. I don't mean that some people don't give their best. Our people work very hard. But when you get to that scale where you can do more, you have to work much harder on alignment, prioritization. a clear understanding of what business should do in general. But before, it was all simple. You could just walk into a room and say, "We're doing this. " And everyone heard it. And now, when you have thousands of people scattered across hundreds of different cities, including a field team, it's very difficult to keep everyone in sync and on the same wavelength. So when we got to a thousand, that was my first feeling. We need to be very, very mindful of how we organize the team now. Because before, organizing a company was not even on my mind. I always thought about the product, technology, beating competitors, attracting customers, and not about how we would organize the

company. Now this is super important, and to be honest, we still have some work to do. Do you even like this part? After all, on the one hand, this is every founder’s dream, and on the other, a nightmare. You always think that one day you're going to grow to such a scale that you're solving problems for so many clients that you hire a thousand people, and then you get to a thousand and you're like, "Oh my God, what have I created? It's like a battleship. You can't even move your own company. " Yes. And at the same time, those things that brought you here, those very founder skills, you and I know each other well. You are not the kind of person who is eager to implement a bunch of processes everywhere. True, it's not something you enjoy doing. Yes. This is actually interesting. What actually irritates me more is the lack of processes, because the lack of processes often results in us having to do a lot more work. I have to answer the same question 100 times because we haven't documented it and made it available to everyone so that people can do the work without checking with me every time. So processes are actually the important part. That is, you can’t be like, “I’m a cool guy, I’m not about processes,” and then, like, everything will somehow work out on its own. This is not enough to build a company. A huge part of a leader's role is the ability to organize, to build processes, to form a vision of how work is organized within the company. But your question was about something a little different. Do I like it? And the answer is: no. I understand that this is necessary, but it is difficult for me to really succeed in this and lead the team in such a way that all this actually works. So yes, it is true. I think that as a company grows, a person should grow with it. For example, forcing yourself to learn and adapt. This is exactly what I am working on a lot right now. Sometimes with success, but more often through mistakes. But I think that's how you learn. Today, essentially every startup, every company I talk to wants to be like GLН. Now it’s something like GL 4X. And this, on the one hand, should be amazing, and on the other hand, simply crazy. Even I think, considering how closely I saw this path with you, I think: “Do you even understand how difficult it was to get to this point? ” Because even now people say, 'Wow, it must be incredible to work at Glyn. ' And I think, "Well, yes, the company is successful, but the real experience of working in clay has always been such that it's not enough. And it's exhausting over the years. " And I'm interested now that you already have a thousand people, people probably come with the thought: "I'll go work for this cool, fashionable company. " And I think there's a dissonance between the reality of what it means to work for a company like GLН. And it's exhausting. Do you feel it? Yes, sure. Startups in general are very hard work. At the same time, there is a lot of fun in it. You have people who are truly motivated and united by one mission. And, for example, as an engineer, as a developer. You really like this feeling that we are all in the same race. We are

building a great product, we will win, we will attract customers. There is something truly exciting about this journey, but at the same time it is like high- level sport. Being an athlete is not easy, you have to work very, very hard. People get tired after 4-5 years, there is no less work. And for us, this was absolutely true. Well, you know, is everyone happy inside the company? Does everyone feel energy all the time? It's complicated. You really have to force yourself to feel it. Working in the industry doesn't make things any easier because it's arguably the most competitive industry you can possibly be in. There are so many changes and so much competition that you don't feel like you can get off the treadmill even to get a drink of water. This is what it feels like to work in the company. But at the same time, I think it all works because we know there is a great goal ahead, and we are doing great, meaningful work along the way, and that motivates us, that keeps us together. And the last thing I would say is in response to your question. I always tell our team every week or every other week that this is going to be a hard and in some ways a long road and that tomorrow will not get any easier. It will continue to feel the same. That's the essence of a startup. You are constantly in a mode of hard work, so you need to find something that makes today interesting and enjoyable for you, and not live in anticipation of tomorrow, which you supposedly will reach someday. How long has this regime been going on at this point? 7 years for you? 6 s pono 6 s pono. And what can you do about it anyway? I mean, you can't just walk away. You can't just move to another company. You can't stop evolving. You can't help but learn and follow the processes. You have to do all this, because otherwise the company will go under. But you can't let that happen, right? I don't know. The column went public. You founded the rubric. You have already earned enough money. You wake up every day and you're like, "Okay, let's go. " You just work over and over again. Day after day, year after year. Already 6 years old. And there is no end in sight. It doesn't exhaust you. It's exhausting. And here I come back to what I was talking about. You must learn to make today interesting for yourself. I don't expect some tomorrow when Glin will have a great result. We will definitely succeed, and suddenly everything will stabilize. Business will simply work and everything will be easy for everyone. This doesn't happen with any business. No matter how big you are, you can go public, but the complexity of the business and the level of responsibility you take on will be exhausting. It will be an endless cycle of work, stress and everything else. So you just need to figure out for yourself why you are doing this, what is important to you, what else you could be doing. For me, for example, I know that if I don't have a task to solve, my life will be miserable. I do n't have a hobby like traveling the world. I would simply be lost if I had nothing to build. I need to create something. I really need to build something. I think that's how it is. For me, this is fundamental. I need a job. Every minute I'm not sleeping, I

need to do something. But for me it's a thrill. It's great because, first of all, I'm mission-oriented. I like what we are building. I know we create value. I know that we change the way people work, make them more productive and make their work more enjoyable, help them achieve results. I also really enjoy just spending time with my team. Sometimes, you know, I won't go into details, but some conversations completely suck the energy out of me, and some, on the contrary, charge me up a lot. And I try to plan my day so that there is a little bit of both. I need a dosage of both. Do n't you feel like you don't have a group of co-founders who really help you right now? You have a management team. The company started with people, but in the end it is your company. There is no escape from this. This burden is pressing on you. The company is supposedly worth $8 billion or so according to its latest valuation. And it doesn't look like growth is going to slow down anytime soon. The clay continues to grow faster and puts pressure on you from all sides. Open AI wants to be clay. Flexti Everyone wants to try to build a product like clay. And you are faced with very tough decisions, and have been faced with them for a long time. At the same time, there are no precedents for how to be a company like Glina. I'm not even sure that even if there were more people in the company, someone would have been able to come up with these solutions. They just don't have the right answer. Does this put pressure on you or not so much? Well, in general, managing a company is difficult. I don't know exactly how much more difficult it is to manage clays than to manage other companies. Most likely, about the same. Every company has its own problems. For example, we have a lot of competition now, but there was a period when we had no competitors at all for many years in a row. Our problem back then was that we had to literally evangelize the market and convince people that a product like clay would really help them and their employees. Now there is no need to convince people that such a product is needed. Not only us, but 15 other large software companies are educating the market about the need to invest in tools like clay. Therefore, the demand is huge. But now we need to compete and convince customers that we are better. And we can do this because we have more experience than anyone else in this product and in this area. We've been working on this problem longer than anyone else, so in some ways the opportunities for us continue to grow, and the challenges continue to grow. And it's hard, it's challenging, but I have a great team. There are people who have been with the company from day one. My co-founders, a key part of the founding team, our leaders. And we are all here to succeed. I think we will achieve it because we are focused. We are more focused on search and enterprise and platform than anyone else. And therefore we feel quite confident in our chances of continuing to develop successfully. How crazy is it that everything is constantly changing? You are right. For years you were the only players on the market. And there was a clear goal. Every day you got a little closer to that goal. Large language models in their current form simply did not exist then. The idea was to connect all applications and provide transparency across the entire enterprise. It was easy to explain, easy to understand. The applications were more or less the same. The staff turned on the products and they liked it. No one else tried to do what we did. Now Open AI is trying to do just that. New models emerge, people start building agent-based solutions on top of clays, and now you're competing with hundreds of different vertical agents. This rate of change is simply crazy. You are truly one of the leading companies. And the price of this is that the speed of change is higher than ever before. Yes, there is a lot of pressure on all teams in the company, take our R& D team for example. There are always problems there. For example, when you think about creating a new function, a new component. The question arises whether this is worth doing at all, or whether large language models will soon become smart enough to do all this on their own. And we're now living in an AI world where technology moves so fast that you can't even think in terms of, "We're building a technological robot. You just build things in a certain way that gives you power over time, because everything is changing so fast. " In fact, I think any moat that you think about becomes a liability in some way because you have to evolve, move quickly, change the product, change the technology, to adapt to the new base form that you were talking about. It's difficult, yes, but we have a good team. Our engineers are able to work in an environment with a constantly changing foundation. And so far, everything is going well. People really like the clay product. I literally called one of the largest P funds in the world just before this conversation, and they said the same thing. For them, search and platform are a priority. They worked with big players and it didn't work out. We have already been implemented in many companies in their portfolio, and they like it. That's why they are happy to work with us. And such moments happen too. They bring motivation back to the whole team and remind them: let's keep winning. Subscribe to my Telegram channel right now using the link in the description. I have prepared for you the top three materials that, in my opinion, everyone should know. First, a map of hundreds of top AI startups is the future in one picture. Second, a forecast from an insider from Openi, who even before the appearance of the GPT predicted everything that is now happening with its neronki. And this year he released a new forecast up to the twenty-seventh year. And third, the most powerful, is my analysis of the essay by the founder of the Anroopic company, who is essentially the second person in the world of artificial intelligence. He laid out in detail what will happen in the world in the next 5 years, and most importantly, what the universal AI that everyone is so afraid of and waiting for will be like. Follow the link in the description. Your comment about rof. The moment you think you have a moat, you're probably already in trouble. That's because you're not really sure a moat is even possible when large language models are improving at such a breakneck pace. Yes, that's part of the reason. The tech stack is evolving at a rate we've never seen before. This is my default mindset. If you built something last year, it's already outdated today. There must be a new, better way to do the same thing today. If not, then you simply lack imagination. And that's why I constantly tell our team: "Encourage creating new stuff just as much as you encourage throwing away code from the code base. " Because if you don't throw anything away, don't get rid of the old, then you're slowly but surely turning into Legacy Soft. So that's a really important point, and that's why the idea of ​​thinking differently is not about the code you've already written. What about then? Well, I think sometimes it's about how quickly you can remove and replace code. Yes, one of it is flexibility. New currency now. And perhaps it has always been this way. But now it is more important than ever. This is the speed of adaptation. How quickly can you change, change the product, change the code. This gives you leverage to use the latest technologies that come out. And another moat is your relationships, relationships with clients. We work with the largest corporations in the world and are a key partner in their transformation. And we communicate this to them very clearly. Just bring you great technology. This is not enough to achieve real impact from and within the company. You need a partner, you need to work with someone, and we will be that partner. Walking this path with you for a long time. We will bring both expertise and general experience and knowledge gained from other corporate clients. But we will also take the time and work with you on an ongoing basis. And it's these working relationships, how we approach clients, how we interact with them, and how we build roadmaps together to create value in their business. This is what people love us for. And if we expand on this idea, code written a year ago is most likely already outdated for most SAZ companies today. Are you one of those who believes that almost all traditional Legy players, all those who appeared more than 10 years ago, are now in serious danger, because they have a huge customer base. The classic innovator's dilemma. They essentially need to rewrite the entire stack because it can be made much better. But to do this, they need to rebuild their entire existing business. Is that really how you think about it? But I think there are two points here. Firstly, people say that there will supposedly be no application interfaces, there will be a database with all the data somewhere on the backend, and on top of that there will be modern and conversational interfaces, and all work will be done through them. I don't believe it. I think there will be many different product interfaces, many different products, and they will continue to exist. Enterprise customers will likely have more products in the future, not less. So I don't think that if you are a SAS product, you suddenly become useless or unnecessary. But that doesn't mean you don't have problems. If you are a SAZ company, you cannot remain static. You need to really go out and create innovations, update the product's capabilities, and integrate a lot of native features into it that meet new user expectations. But I believe that we will continue to have amazing vertical solutions for various business tasks that will be offered by SAZ companies. They just need to change, they need to use all the powerful capabilities in new product scenarios. And I'm not sure that this is necessarily a rebuild of an existing business. It seems to me that this could be a wonderful addition for you in what you can give to your clients today, taking into account what you see. And considering you're probably one of the technologists I admire most, do you think this music will stop anytime soon? It's like we're going to continue to see things escalate. It's really hot in the valley right now. Do you think it will get even hotter? Judging by what you see in technology. Yes, well, if we talk about whether it’s a bubble or not, about assessments. I'm not an expert. I honestly can't judge this. I'm not even talking about grades. The models continue to improve at the same rate. Yes, I think the models will continue to improve.

Moreover, I am amazed that the same basic technology scales. We've made it work on ever larger amounts of data, on ever larger systems, and so far there hasn't been any fundamentally new alternative technology that offers a different way to build these models, but it will come. This is the human spirit of innovation. We will see much more. So I have no doubts. The possibilities will continue to grow in the coming years. But an even more important idea is about the extent to which we actually use what we are already capable of today. I would say that we are not using even 1% of the current capabilities of these models. not even 1%. Because the way models are designed right now, you still have to do a fair amount of surface work to actually build products or solve problems that deliver business value. So I can imagine a situation where there will be no innovation at all in e-models. Let's say they remain at the level they are at today. Even so, we expect huge growth in products across all industry verticals in the next 5 years. And from those 1% of current capabilities that we use now, we will move on to 10, to twenty. So it's useful to remember that. I think we sometimes get too hung up on whether or not improvements in base models are slowing down. For most business tasks today, this is largely not all that important. Do you have any idea, any framework for how you... Because in some cases, model providers are both your best friends and your competitors. And, by the way, to be honest, I liked the world better when there were no competitors, rather than when you were competing with such players. This is not some kind of conditional Josh Mo in the role of a competitor. Yes, these are the best companies in the world that are entering this field and trying to create clay. But, you know, yeah, that's one of those things they want to do. Obviously, all these companies are much bigger than us. They have amazing opportunities, and this has also become one of the important areas for them. So it's

quite delicate. Yes, I would say there are two points here. First of all, we are very close partners with all these modeling companies. We cooperate with them on a technical level. For example, we talk about areas in which the models are not yet working very well. And we have really good cooperation in this regard. Of course, we are also their clients. We generate a lot of usage and a lot of revenue for them. And this concept of competence has now become ubiquitous because, in essence, every company today is expanding the coverage area of ​​its products. Everyone is trying to do more because it actually allows them to do more. Because of this, the number of intersections is also increasing. But I think this is largely a temporary phenomenon, and eventually everyone will find their swimming lanes again. And, for example, if you look at how our company is built, I believe that we should be completely complementary to all model providers. We solve a different type of problem. And there was a time when we also trained models, and we still train some small ones. But my feeling, my hypothesis, is that we will stop doing some of this work, and the modeling companies will stop doing some other part. Why? Because eventually you realize you can't do everything. You need to focus, you need to go deep to compete. You have to become really, really good at something specific. And if you try to be everything to everyone, you simply can't compete with someone who is focused on a narrower task and immerses themselves deeply in it. It must be a very interesting moment in time for you to see what Open AI is doing. They are incredibly ambitious as a company and it may not pay off, as you said. Over time, they may narrow their ambitions, but I wonder if that makes you think, are we doing enough when they're that ambitious, it's a weird feeling because you're like, 'Wait, wait, we have to keep doing the best job we can. ' But damn, their ambition is impressive. I didn't even mean that they would scale back their ambitions or narrow their focus. I rather think that over time, like any company, you make a lot of bets and then you start to consolidate them and go deeper into the areas that are most important to you. This, in fact, was my comment. I

think that's what will happen. As for the question of whether we're doing enough, you know, internally we listen to our employees, and they actually have the opposite complaint, that we're trying to do too much. We are horizontal and platform. We integrate with all different systems. We can come and build agents for HR teams, for IT teams, for sales, for the customer care department. And so, it seems to me, for us the problem is the opposite. Are we trying to bite off too big a piece? And we are currently dealing with this. One of our strategies is to be a horizontal player and build very deep partnerships. with all other vertical product companies. And, for example, for us, for example, our goal is to make it so that if you use a CRM product, if you use some kind of engineering system, within these systems we really add value. We want to build a platform that provides both the deepest and broadest context of enterprise data within each individual system. This is how we think about our strategy now. And this way we don't have to solve all the problems. We don't need to build the best products for every function, for every department, for every vertical. Instead, we become the platform that enables these user scenarios. We do a little work, add value, but keep the focus on being a platform. Have all these changes affected the way you think about talent? Let's take, for example, engineering talents, taking into account Kersr and others. Has this rethought the way you evaluate and perceive talent in clays? One of the things we've started doing now is checking the level of literacy for all roles. And the purpose of verification and literacy is not to understand whether you are an expert in and we do not expect this from anyone. We're trying to see if you're inquisitive. Are you interested in what is happening right now? After all, this revolution is unfolding before our eyes. How immersed are you in it? How much did she arouse your curiosity? We want to see what you've already done with it and how you've used it. And that's part of the change in our interview process. We are now paying attention to this. Will a person be oriented or not? Will he have this kind of thinking? I want to do things in a new way, not the way I did them before. This is perhaps the most important change that I try to implement in almost every team. But if we talk about the basics, how we hire people remains generally the same. We, like everyone else, look at standard things: hard work, talent. ability to work in a team and all that. But we always had one more skill that we tested and that was very important to us. It's the level of passion we have for the product we're building. It was important for us to understand to what extent a person shares the company's mission and is willing to stay with us through ups and downs, without naming names in general. I'm curious about the senior engineers at Glyn, the ones who, even before the big language models came along, were obviously the best engineers, say, with twenty years of experience. Have you noticed any changes in how these people are valued within the organization compared to those who essentially grew up on Claude and Kersr? What do you think about it now? Previously, everything was quite clear. I wonder how it changed for you? Yes. Using and my co-founders Tony and Vish. For them, application is a kind of measure. Their personal assessment now is as follows. If a person does not use these tools, it indicates a rather narrow mindset, and therefore they really appreciate it when everyone uses tools more and more. If we look at the patterns we see, especially among younger employees, people who are just starting out and for whom Glin is their first job become active users of AI because, oddly enough, they're lucky. They don't yet know how to do the job properly the old way. They don't know traditional approaches and so they immediately rely on Yi to help them. And that's actually really cool. The younger generation automatically becomes AI first. And then, speaking about our experience team, we saw it. At first there was a curve of growth in efficiency, but now we see two groups of users. One uses it very actively, the other is not so active. And we're trying to understand, because frankly, we don't see any huge difference in productivity between the two groups. There are some really great engineers who haven't implemented it that much into their work, but they're still productive because, if you remember, it's become very useful in writing new code. But most of the work of the most senior engineers is not writing new lines of code; it is debugging, diagnosing, finding and fixing problems, thinking about and designing components. And so, even without active use of code generation tools, they still remain our best specialists. Arvint, earlier you talked about processes and writing, about how important writing is to you. You and I have been to many interviews where candidates ask me: "What is Arvind like? How does he work? " I always tell them, "Before you go talk to him, put it all in writing so he can collect his thoughts, understand and see how you think. " Just talking is not enough to understand your train of thought. He really needs to see it written down both because it makes it easier for him to understand your thought process and because it helps him to process his own thoughts and come back with clear questions. This is a fair characterization. In fact, I'm surprised that you understand this so deeply, which is what I need. But we've been doing this together for 6 years now. So yes, that's probably true. I think there are two parts here. The first is my own limitations. I need to read. I might have ADHD or something, but I can't process large amounts of

information auditorily. I need to read, so I prefer people to write for me. But this is important not only for me. I believe writing is the best way to really spark deep thinking. And this applies to everyone. I don't think this is something unique to me. I learned this from watching some of the best people in the industry. Back when I was at Google, I heard people say that to be truly effective at communicating and making strategic decisions, if you don't pick up a pen and paper and write down your thoughts, you're bound to miss something. You will be rushing around, you will not have a coherent and coherent way to convey your thoughts. I believe this is a skill that everyone should develop. And here the question arises: "What is Iya's role? If she's currently writing most of the texts, will this skill disappear or not? I have my thoughts on this matter, but in any case, you're right. It's really important for me to see things in writing. What are your thoughts on this matter? Proi? Yes, I think it can give a good start and help overcome that very first barrier. It doesn't matter whether you call it writer's block or just a lack of energy or time to collect your thoughts together. So it can be a very useful partner. For example, I do this myself now. I just throw in some raw, unstructured thoughts and say: "Listen, bring this into some kind of structure. I get some kind of artifact, and then I start working with it and deeply investing my own thoughts into it. " Therefore, I believe that there is a world in which people will learn to use this technology correctly. Not in the sense of creating what is now called "works. " When you generate huge amounts of information with the help of and, but you yourself are not even a reader of it, but simply dump it on others for them to understand. This, in my opinion, is one of the bad trends that is now emerging from AI. And something needs to be done about it. One more observation. About your style, it seems to me, tell me if I'm wrong, you have a real allergy to people who have achieved something and use their past achievements as a right to automatic reputation and trust. I don't know how best to describe it, but you have this peculiarity. You rely very weakly on what a person has done before. Moreover, sometimes this is even perceived as a minus, because you ask the question: if you were, if you were so successful, then why should you go into clay and toil here, if hard work is a core value for us? Maybe I'm wrong, tell me. I wouldn't say that a person's achievements automatically make me think badly of them. But the truth is, for me, hunger is an internal drive. It's a very important factor that helps people do their best work. And you have to be careful with highly successful people. I have a feeling they might be less tolerant of what they have to go through in the company, because, in essence, they don't have to. They're more likely to ask themselves, "Do I really need all this? " Do I really need to work that hard? " And, of course, that's something I think about. One more thing. Today, a lot of that experience, if it becomes the right way to work for you, starts to feel like everything should be done this way because you've done it once, not twice. And it's always worked for you in the past. But for a company like ours, that may no longer be the right approach, because the world is changing, organizations are changing, the way each individual function is structured also needs to change. All those ratios, say, do you need one solutions engineer for every one account manager and so on. All those traditional metrics and processes are, in a sense, no longer directly applicable. You need to have a mindset that allows you to do things differently. Because a lot of the work that used to require people can now be done with AI. So, it's really important to have an open mindset. But at the same time, to be completely honest, there's no substitute for the fact that someone who has already achieved success and seen a lot has value that others do n't have. This experience Priceless. I really appreciate it. It's just important that this experience doesn't become a ceiling for a person. That is, a person should still be able to reinvent themselves. How do you use AI personally at home? How do you apply it? Do you have any favorite use cases? I've been asked this question several times today, and it made me realize that outside of work, I use very little. You're running around, choosing which model to run in the Glyn backend, and simultaneously making new requests. Yes, that's about it. How much do you actually work now? I think I work almost all the time that I'm awake. I take breaks, but a break for me now is just a moment when I don't try to use it even more and instead watch TV, relax, and go to bed. So my main experience with it is work. I feel that this year, probably in the last three or four months, my own habits have changed dramatically. I used to use Glyn and, of course, I used it a lot, I used GPT chat mainly for searching knowledge. I have questions, I need answers. I'm trying to find someone to talk to about a specific topic. These were the questions, but lately I've gotten to the point where Glyn has become a more powerful colleague for me than any other colleague. I don't mean to disparage our great team by saying that. But there's something about Yi that makes him a very effective personal colleague or companion. I have a lot of complex work right now. I constantly feel guilty about the list of questions that constantly pop up in my head. My brain is never idle, it's always working, and it bothers me. The questions are endless, and I feel awkward sending them to my entire team because it takes up time, people get distracted. And I realized that Yi is actually incredibly good at this. I can ask deep strategic questions, and I can ask Glyn to work on them. And given that he has the entire context of our company and how our business is structured, it's just incredible what he can do. So that's my new working model. Let's say I have When I have a project, I need to make some strategic decision, or I want to deeply understand how we're doing as a business, at the most fundamental level, I first ask Glyn to do some in-depth research and give me a report. A two-page report that has enough information for me to form my own point of view. And then I start interacting with the rest of the team. This way, I come in much more prepared, and I'm much more accurate in how their time is being used or consumed. And what's more, in many cases, I actually share the results of my work with the team, so that I can also change their habits so that they don't start work without or with artifacts, and thereby shape this behavior. And it's actually incredible how much my work habits as an SEO have changed. And by the way, you remove a lot of bias. If you ask someone from finance or marketing about finance or marketing issues, they will think through the prism of their own worldview and then project that onto their manager. And this way, at least you have a relatively objective opinion, namely comprehensive and unbiased. These are truly new, fundamentally new opportunities that AI brings. The questions in your head have become louder, more or less compared to six years ago. Are there more doubts, more anxieties, more paranoia, more questions that keep your head spinning, is it getting worse or better? For us as a business, I think at first we had a lot of anxiety because we weren't having success, everything felt like a grueling journey. There were a lot of rejections, and so I had a lot of questions. But then we started seeing success, and it became clear that we were the only player in the market, the best product, and all that. And now we're back at a point where there's a lot of noise in the market. There's a real existential risk for us. And that risk is that if you're distracted even for a moment, someone else will overtake you, you have to be completely and constantly on guard. So yes, I have more questions in my head now than I did last year. And perhaps more stress. But at the same time, I also see that the opportunity for We're 10 times bigger now than we were last year. Well, I really appreciate you doing that. For me, it's probably been one of the most valuable and rewarding experiences of my entire career at Perkíns clan. Being so close to what's happening with you. Glyn, I'll tell you honestly, when I went to that Glyn user conference, it was a Gle user conference, and it was completely packed with people, customers. I couldn't believe it. I think I pulled you aside and said something like, "What's going on? I just can't believe it. " This is amazing. It's been a great journey and a great conversation. Thanks, Arvin. Good to see you. Are you currently hiring? Are there any open positions? Yes, we're hiring across the board. We're hiring engineers, a lot of sales people, and also managers, quite a few. For example, we're looking for a manager to be responsible for our federal business. So yes, all the openings

are posted on our website, and the company will definitely continue to grow. We'll likely double again this year. Wait until you see the 2,000 number looming. That will be truly daunting. Thanks, buddy. I really appreciate it.