00:32:44 · Jonathan Brebner, Grant Lee, S3
[00:32:44] S0: The ultimate goal is to take down PowerPoint and slides. You gotta eventually [00:32:48] S1: Yeah. [00:32:48] S0: You gotta go after the the last readout of of... Anyway. [00:32:54] S3: Grant, thank you for doing this. So our ten year anniversary at SPC is coming up soon. And as we kinda both reflect back and kinda plan for the future, I'm curious, what would you tell SPC to think about for its next decade? Like, what are we doing well? What could we do better? What's your feedback, and what are your future requests? [00:33:16] S1: Yeah. That's a great question. I think one thing that's just always been obviously valuable and important is just that this notion of community and bringing the community together. I do think like even for myself, I studied mechanical engineering, but for most of my career, was like on the finance and operations track, so more of a non technical background. And I do think, you know, this is gonna be an age of many startups be... You know, can be built by people that maybe don't have traditional backgrounds and maybe they're still... You know, you can... In my case, meaning two technical cofounders and working really well together. So how do you be... Bring people from very different walks of life that might be domain experts in in a specific area that can partner really well and and and again, in our case, have complementary skill sets that together can build something special. And, yeah, I think there's opportunity for this community to represent some of that and and to kinda bring those folks together in a in a deeper level.
00:34:08 · Jonathan Brebner
[00:34:08] S0: Awesome. Alright. We'll do one more. First off, awesome podcast. Appreciate it. Second off, I I obviously saw your background. Clearly, you have a background in finance. I think there are a lot of really cool AI companies today that are sort of touting crazy ARR metrics. Sorry. You guys are one of the very few that outwardly said, hey. Like, we're profitable. Did you think about unit economics and things like this sort of intrinsically based on your sort of finance background, or how did that sort of come into play? Was that thought of or just sort of the case of what happened?
00:34:39 · Grant Lee, Jonathan Brebner
[00:34:39] S1: Yeah. It's a great question. It was, I would say, more of a side effect of us trying to stay pretty lean and efficient. And for sure, we've always monitored things like, you know, how much are we spending? What what are the payback periods? What is unit economics? But it's never been, hey, we have to hit this certain number or like, if we dip below this, like, gotta go back. It's always been, you know, one, fundamentally, do we feel like we're delivering value to end users and is there sustainable growth there? And, and if it... If that if that holds true, then the rest of it we have different knobs. Like in certain cases, we might want to dial up like our AI costs because we want to, you know, go after a certain segment or we wanna test a certain type of feature and we don't know how much it's gonna cost. We're not gonna overly constrain ourselves, but having the optionality has been really helpful. So as long as we have sustaining like organic growth, we can then, yeah, figure out how to actually navigate from there. [00:35:31] S0: Great. Thanks for joining us. Thanks for having me. Alright.