00:16:20 · Dan Rogers
[00:16:20] S0: Yeah. So firstly, let's talk about the success of AI teammates. As you said, now 25% of our net new ARR is coming from AI products, which is AI teammates and AI studio. In fact, for our largest customers as well, most of 25% of the new deals that we do with them are AI attached deals to them. So, yes, we are seeing that people have a new way of working. They want to bring AI into their core workflows, their business critical workflows. So in long way that trend continues very good for Asana. But then a little bit about, you know, how that works from a token usage and and a margin perspective. What we decided to do, I think is very bold and maybe a first in the industry, so I'm sure someone would tell me if not. But we decided that we think the right unit of charging or unit of measure for how effectively AI is performing in these workflows is the fulfillment of a request. So we decided to create a new meter that we're calling request. Why is that bold? Most other, you know, SaaS models are charging on credits or tokens, and they say, well, to perform this is 5,000 credits. To do this is 2,000 credits. You're like, I'm not sure if it's gonna be more like this. Okay. Well, in that case, it's 3,725 credits to perform. Very hard to keep a running ledger a priori. So before you do it, of what tokens you're gonna use, what credit scheme is. And we kinda said, don't worry. We'll obfuscate all of that to the customer. All you need to know is if you've asked this agent to do something, to perform some action, and it performs that action, ping, that's a request. And so we think it's a much more natural way of describing your interaction with the agents. And so, yeah, we think we're very bold in kind of coming to that kind of meter and obfuscating all of that complexity under the hood. The customer... End customer shouldn't have to think about which model's being used, how many tokens it can... It's just have I got the job done. But that's bold. The second part that's bold is we kinda said, we've had six months of experience now with with teammates and with Studio. And what we realize is that customers that get to a certain amount of usage become very sticky. But the hardest part is getting them to that amount of usage because of discovery.
00:18:30 · Dan Rogers
And so what we said is instead of having to buy something and imagine the value that you're going to get, why don't we reverse that? Why don't we give them the value? And then eventually they'll buy because they're achieving so much value. So actually, we've actually given all users as of today, so that's why it's a fairly formidable day for us. We're giving all users five requests per user per month so that they become very accustomed to getting the value from these agents. We literally want our millions of users to be working with these agents and not just discover it through some procurement decision that you have to make, but actually get used to working with these agents because this is the new way of working. So I think we've been bold on two fronts both on which meter we've decided, but also how we're going to seed this. And as you suggest, wow, that is a very under the hood, a token consumptive idea. And so, yes, we have this made again the financial decision that that's worth it to do for us. We're being very good at our operating efficiency in the kind of the rest of the business and that allows us to make these kinds of investments. But, yeah, you can think of it as a as a sales and marketing investment. Maybe you think of it as a as a freemium model, which is, you know, get something for free, get using it, and then because you enjoy it so much. And I think it's very different than how everyone else has approached this. So we're pretty proud of that.
00:19:55 · Guillaume Moubeche
[00:19:55] S1: Yeah, I think it's really smart and down the line, like the more people see the value, the easier it will be for them to explain why they need to pay for it and how much productivity they're gaining, how much less time they can spend on a task. And also curious because I think you made like a pretty big acquisition and you kept it like with its full brand and as a kind of like separate product. The acquisition, it was like Stack AI, if I remember correctly. So can you walk us through like the strategy you have in mind when it comes to buy versus build? And also like how exactly like, what's your plan for the future in terms of integrations?
00:20:34 · Dan Rogers
[00:20:34] S0: Well, general, as I described, you know, earlier, I'm very customer orientated. And as a leadership team, we're very externally orientated. So we have a strong sense of what we want to build next. We have a very sharp point of view about where the market is going and what we need to build. And so the build versus buy decision is pretty easy. It's against our roadmap because we are very sharp in what we wanna what we wanna build. Can we accelerate that? And so we're not gonna look at, you know, targets that come across our debt. That... That's not really how we do it. We kind of say, we know we wanna build these 20 capabilities because our customers are asking for this, and they will love it. It will solve their problems. Okay. So can we shortcut the timeline from eighteen months to six months, then from twelve months? So wherever we can deliver value to our customers, we're kinda open ears, I think, for, what that could look like. And Stack really fell into that category. We had a workflow capability with AI Studio. What we noticed is our customers wanted to build even more powerful workflows that extended across multisystem and multi agent, and Stack really was a perfect fit for that. Many hundreds of prebuilt integrations, but also the know how and how to interact with agents, how to call upon the right LLMs at the right time, how to scan through and retrieve information from all those databases, and some real expertise in pulling information from documents and PDFs in particular. And so those were all really rich capabilities that we honestly we wanted, and we tried not to let them know how excited we were until after they joined. But now they're part of the Asana family, we're super happy with how that part of the business is trending. It's becoming our workflow engine for really all of our products and our capabilities. And then you mentioned, you know, on keeping their their brand. It's a great brand, sub brand really. It's, know, Stack AI by Asana, but it's, you know, has meaning and I think it's even as a word, it invokes the right idea that a workflow is a stacking up of these processes connecting to these databases, to this information, to these LLMs. So it's super appropriate. It has that builder mindset which is really where we are headed. So that's a little bit on our philosophy there.
00:22:57 · Guillaume Moubeche
[00:22:57] S1: Because on our side, we've acquired three different companies from different size. The smallest one had three or four people, and the biggest one maybe 15. I'm curious, like, from your perspective, how exactly do you map out for team integration? Because I feel like sometimes the culture might be a little bit different, and that it's always a struggle, you know, for companies when they went from a team of like tens of people and they jumped into an organization with thousands of people. So how exactly do you make sure that you keep the talent, you keep the same like innovation pace, etcetera, within like the absorption of a company?
00:23:38 · Dan Rogers
[00:23:38] S0: Yeah, and I'll credit, you know, one of our board members for, you know, maybe a little bit of thinking around this. So you can think of it as the biggies and the little e's. Right? So for the biggies, in some sense, they're obvious. It's like, oh, we need to have a joint roadmap. Oh, we need to, you know, make sure that people have the right, you know, organization chart and all those kind of stuff. And a lot of people, I think, start with the biggies and it comes very maybe naturally to, you know, as a... From an intellectual perspective. But the reality of the success of of m and a is it's actually all about the little East. It's all about the, wait, do I have to change my email address? Do I do I need to... You know, but sure. Do my benefits continue? What do you mean? I have two weeks where I don't get my benefits. Like, all of the little ease is what will, I think, catch you if you're not if you're not careful. So imagine a world we actually start with the little ease. And the Littlese is literally what is the daily experience of the employee that is joining and of the, you know, the original Asanas. How will they perceive and experience this? What are the micro frictions that you can get ahead of? And so that's very much how we approach this, and I'm very pleased with how we did it actually. So I'd say, yeah, biggies and little e's, but start with the little e's.