00:12:48 · Mati Staniszewski
But given the war, given the front line and lack of that access, they wanted to figure out a new channel for people to be able to call in and get that information. So they created Voice Agent effectively where you can call in and get the information about what's happening on the front line. You can get education help and some of the lectures delivered to your kids all the way through to proactive engagement about staying safe and staying out there. And maybe last example on education front, and that's probably my favorite one as I think about that changing, it's just how incredible would it be to have someone that is an incredible teacher available 20 fourseven where you can ask him questions, whether it's all the way through to Richard Feynman. And and you can learn physics with them on the headphones while you are teaching that subject or learning that subject. And and that's something that we are seeing pockets of. Like, a great example is Masterclass, where Masterclass, of course, collaborates with incredible teachers to deliver static lectures. But recently, they launched an interactive version of that. So for... I don't know if that will be a good reference for for this this audience, but we recently worked with them on bringing Gordon Ramsay that can teach you cooking. So while you are in the kitchen, he can shout at you effectively to get to get better. Or maybe a better one, there's a Chris Voss where you can, of course, learn negotiation, but you can learn by negotiating with Chris life on the phone to to to to get better, which I thought was a phenomenal subject.
00:14:18 · Andrew Reed, Mati Staniszewski
[00:14:18] S0: Have you negotiated against Mati a number of times around financing rounds? I understand now. [00:14:22] S1: I think it helps you to say this, but I think the opposite opposite is true. [00:14:28] S0: I have some more questions. I want to save time for the audience as well. Maybe one, as Constantine mentioned, more than $100,000,000 of net new ARR in Q1. Obviously, the business is going very well. And you're pioneering the startup founder building a foundation model applications. Any counterintuitive lessons about building a company in this era that for the founders in the audience they may want to take home with them?
00:14:52 · Mati Staniszewski
[00:14:52] S1: So we are, just for reference, we are just over 400 people, over 400,000,000 in revenue, but still keep the teams extremely small. So it's rough, arbitrary a little bit. Cap is less than 10 people. It's for each of the research product. Even the go to market ops talent teams are all smaller than that size. Most of people will have 10 direct reports or so, so it keeps relatively flat and allows us to move a little bit quicker. One thing that we've done, which is in this model, and very surprisingly, this is a very similar model that we've seen actually with the government of Ukraine. Each of the teams, even the teams that aren't technical teams, will have engineers within them. So our people team, our go to market team, our legal team will have an engineer in that team that helps to build, of course, automation, upscale, up level the rest of the people. And recently, that really helped because, as I'm sure many of you are going through, everybody will be vibe coding and coding a lot of the help, even if they are not technical. So now that kind of shifted the responsibility not responsibility, but shifted the requirement of how good the review needs to be for a lot of that work. Security infrastructure implications, you will want to make sure that the output is right. And I think on the engineering side, you can put that expectation. On the non engineering side, the ability to do that is relatively hard. So that technical resource in those teams helped us a lot to figure this this out. And in general, there's just so many incredible work you can do by having that, whether that's the scraping on the hiring and recruiting front and analyzing what worked in the past to improve in the future, whether that's upskilling the legal team on how to use those tools and then figuring out ways of we recently introduced the scoring system. For those on the go to market on sales side, you frequently will end up in this negotiation with your sales team of, can I give indemnity provisions? What's the liability cap? Can I give the set of clauses? And then you kind of need to draw the line of how many things you give. And I ended up being in so many of those conversations that we gave already a lot or we didn't. So now we introduced the scoring system that you can give per size of the customer.
00:17:04 · Mati Staniszewski, Andrew Reed, Sonya Huang
You can just give a few of those points out and in, which just made it so much easier. And of course, that's fully automated now with how we work across that team. So that was one of the unintuitive small teams, bringing technical talent into nontechnical teams, keeping relatively flat. We also have no titles, which allows us to bring people and really optimize for impact that they are having. And then you can grow as quickly as you want. The tenure will not define this. And many more. So we'll see. It's a four years old company, so we'll see if that helps. [00:17:37] S0: Any questions? Oh no, okay Sonya. [00:17:43] S2: Are you seeing people deploy voice agents to actually negotiate on their behalf? And then you, are you starting to see agents actually negotiate with agents? Sorry, I do three part questions. When that world happens, do you think the agents are actually talking to each other the way that humans talk to communicate and negotiate? Or do you think it's beep, boop, beep, boop? Do you think it's all done instantaneously? Like how's that world gonna look like?
00:18:10 · Mati Staniszewski
[00:18:10] S1: So one early inklings of that, we haven't seen any truly successful on the negotiation front. It was like more kind of order taking. What's the price? Can we capture that? And then kind of goes back to the team, so not real negotiation. But there's few startups that we see, especially on any organizational shifts of, can I organize this event, calling a lot of places, getting the price, and then calling again with our budget? So that is happening, and I think this will shift. I think emotional intelligence will, this is the big part that will start being important in a lot of that work, where it's not only the content that matters, but how you deliver, when you pause that work. And then maybe the extreme version of that, agents are not like most of the people wouldn't do it and they are not good at that, is today you will see a lot of interruptibility built in where human can interrupt the agent. But with negotiation, you also want the opposite, where agent will interrupt the human. It's kind of the extreme version of that. On the second part, on the agent to agent part, some of you might have seen this, that we did a hackathon over a year and a half ago, and that was exactly the case, where agent was speaking with another agent. They detected that they are both agents, and they swapped over to a different language. And that was like a more efficient transmitter of information than just the classic spoken word. And I think this will happen 100%. The big question will be really voice, will it be other transmission of information? Depends truly on what the infrastructure is built for, and I think this will define that experience. I guess. I see you at the catch box.
00:19:54 · S3
[00:19:54] S3: Hey, I'm curious how you're thinking about the need for voice in the future where agents do more and more of the work. So basically, what are the kind of use cases maybe where you mean conversation? I think it's more of a follow-up to the last question.