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B (7:40)

I was going to say it's also the fact that it comes down to the culture of the company and where you put your focus and attention too. So, you know, I think it's probably less about closed versus open and more about how forward thinking and looking the company is and where they want to spend their time and attention. I think that both, both could. But if somebody is so, so hyper focused on building the best possible solution and is so hyper focused on security all the time, like you said, like you're probably, you're probably leading the way in some security and some of the things you do for security that any other company could do, but you're doing it just because it's a focus of yours. That's sort of the takeaway that I get, but I want to, I want to pivot. So now we've spoken about like the, the, the, the engineering side of the business, but also, you know, the fact that you landed large enterprise customers starting a new company is also very impressive. So when you're taking a product like this to market, you just casually said, we landed an enterprise customer.

C (8:37)

A lot of people would love that.

B (8:38)

To happen to them when they're trying to take a new SaaS product to market. So how do you take a product like this to market? You, you understand you've solved a problem that you have, but how do you identify your icp, your buyer Persona? How do you go in and how do you sell that first version when you have no other customers? What was your, what was your first customer strategy? How did that close?

C (9:00)

It's really about building something that people want. I think there's, you know, there's a simple algorithm to teach at YC which is like, you know, talk to customers, build product, you know, exercise and exercise basically stay healthy. Right? And that's, that's so important because like people can burn out, but talk to customers and build product, like that's the loop. And I think what happens is people don't realize how powerful that is. And talking to customers and just like well, hey, you came to our website. You know, we open source Slack. Well, why open source Slack? And it's like, oh, we need this for, like, data privacy, like, full stop. And we need this SSO feature and we need, we need this. It's like, would you pay for that? Yeah, we'll pay for that. Like, that's it. Like, that's the market discovery. Just, you know, put something on the web. Create. Like, we use discourse as a form. So we like people to talk back and forth. You know, we email, hey, contact us form. And people just felt the contact us form maybe like, okay, well here's, here's what I want to know. Like, why, why, why are you interested in mattermost? And like, and then you put that down the dropdown list. Oh, it's a hipchat replacement. Oh, it's for like, you know, we have, we're deployed, the free version. We want to get, you know, these paid features. So it just conversations. And as you have more conversations, you can, you can speed the conversations, you can have them, you can categorize things. So just don't stop talking to customers and then don't stop building product. And then, you know, always stay healthy. That's really important. And do those three things. It's magical how quickly you can move. I think people, they get, especially in the early stages, they get very distracted. They're like, oh, should I be speaking at a conference? Oh, should I be talking to investors? We spent very little time talking to investors and everything. Just, you know, and the thing is, investors don't really want to talk to. I mean, yeah, they want to kind of talk to the founders, but they really want to do is talk to your customers.

B (10:39)

Right?

C (10:40)

So then, you know, whatever logo list you've got on your website, they're going, they're back channeling. They're like, okay, what do you, why do you use it? Why'd you buy that? And then when they, the good investors, when they're ready to talk to the founders, they already have the context. So just build a great business and don't worry about like networking and speaking and just talk to customers. Build the product and the feedback loop for that. Yeah, yeah.

B (11:06)

When you're scaling up and you're technical yourself. But one of the things that I thought was interesting and one of the things that is interesting now, at least for me, because I came from a SaaS company where we had a lot of, we had a lot of difficulty with this, but hiring great talent and most importantly, development talent as a startup, when these are Just obviously like these are numbers that I can't verify. But you know you see the, the Netflixes of the world paying 300,000 plus for a developer, a software engineer and then some, and then you look at some of the, you look at some of the salaries in the valley, like how do you find and scale up great talent and retain great development talent when you don't have a 20, 50 million plus dollar investment?

C (11:54)

Yeah, that's a great question. I'm like so the people that are money motivated, great, go be, go work in hedge funds, right? Like just you know, don't even think about Netflix. Just go straight to hedge funds like and because they make a ton of money and you know, they don't really create that much value but like you know you're basically advanced day trading. Like go create you know, high, high velocity training trading, right? Like there's. If you want to make money, just go make money. If you want to build great software, if you want to, you know, think about, you know, the impact that you're going to have. If you think, I think about the personal growth that you're interested in, whether it's a technical, whether it's the languages or it's you know, being on the manager track or however you think about it, you know what, what is growth? That is, you know, that's just a different frame. Think about the frame we have is impact. It's growth and it's connections, right? Connecting, connecting to the other human beings that are in, that are on the mission with you, right? So for us, you know, the impact is about being open source. Like you write it once and if you do it right like it never has to be written again, right? Like we have if you're into an open source Slack open source notion, open source Trello and you know, coming up sort of open source, you know, huddles, right? Clubhouse. We're adding the audio piece too. You know, once you build that and it's an integrated suite like it never has to be built again, you've made your mark in software history. Like if that's important, you know that's, that's one of the pillars that we've got at mattermost. The second one is, is personal growth. Half of our managers at the company are promoted from within. So you know that track and that dedication to enabling managers and making them successful is also you know, super important to us. And the third is, you know we have staff in 20 countries, we have contribute, we have 4,000 contributors in the open source community and it's the Ability to sort of like, you know, walk off a plane in like, you know, 20 different cities around the world and have people greet you at the airport, have your friends, you know, show up. And I think that that connection, that like, concept, that's like, oh, yeah, people aren't like machines in the, in the, they're not cogs in a machine, that they're here with other human beings to go build something that's meaningful together. You know, that's, you know, that's the people that we want. So if there's people that care about, you know, we spend most of our life working and if impact, growth and connection is important, that's what your life's about, then we want to work with you. If your life is about, you know, how many Netflix options can I have in my portfolio? Then you should work for Netflix when.

B (14:28)

You, when you try. So what are some of the strategies that you use to find people like that?

C (14:36)

56% of the staff at Mattermost, 56% of our hires come from referrals. So the people that like, hey, I love working here, this is really great, you know, that's, that's more than half of our team. And I think when you, you think about NPS Net promoter score, it's like when people really enjoy working here and they tell their friends and they get, you know, more and more people in like, that those are the best hires.

B (15:00)

No, no, I was about to say. So you focus on, you focus mostly on referrals. And then you were going to say something else. Sorry, I think we're like, there's like a two second delay, so I never know. Go ahead. Sorry.

C (15:10)

No, so referrals is, is referrals is the majority and we'd love to continue that and then keep going because that really means that people enjoy it here and love it and they're, they're bringing on all the folks that they know. The second biggest source in the early days definitely was the open source community. 4000 people contributing and just saying, hey, let's work together, let's do this professionally. So a few months after we released our commercial version, we got this person who pinged us and they're like, look, I've never contributed open source before, but I would like to contribute a translation infrastructure for every string in your system. I have got this pull request that localizes everything and I've translated everything that is Spanish and it's 10,000 lines of code. Would you be open to this pull request? Which is kind of bananas. So what happens is this person was working in South America, and their company was reselling Mattermost, but it had to be in Spanish. So this person actually translated all of Mattermost the right way, not with hard coded strings, but with the actual infrastructure. But every month, you know, we talked about why it's difficult to fork Mattermost. Every month we're pushing out new features and innovations. It took them a week to, like, merge it back in. So it was in this person's best interest to offer that upstream so that we could, you know, put that in the product, make it better for everyone and make that person's life easier. We hired that person. So, you know, that's just a great way, you know, to say, because it's a great offer. It's like, well, just stop what you're doing and why don't you work on the mainline product rather than derivative? So that's another great path to hiring.

A (16:47)

Thanks for tuning in. If you found this valuable, don't forget to hit that subscribe button so you never miss an episode. And if you want to dive deeper into this conversation, check out the links in the description to watch the full episode. See you in the next one.