00:18:27 · Amir Movafaghi
You know, we as people get attached emotionally to our decisions about how to go from point A to point B and just knowing that having qualitative quantitative feedback will let you course correct and make sure you get to the destination on time. And then the second one is about being able to lead change. And lead change has the element that Mixpanel every six months is gonna be a fundamentally different company. And we want not only individuals to, you know, be okay with change or support it, but we want them to lead it. We want them to know that we're gonna need to explore and find ways to go out and create ways that we can create more value in the marketplace. Third is customer focus, which at the end of the day, we're only successful if our customers are getting value. And so any decision we make around what product we prioritize, how we do pricing and packaging, right, how we evolve our support organization is around this kind of long term value that we're creating for our customers. The fourth one is results oriented, which acknowledges that, you know, the single best way for us to keep ourselves accountable on whether we're moving toward fulfilling our mission as a company to help the world learn from its data is people's willingness to pay us money to to solve that problem. And so top line ARR growth, are we driving that in a sustainable fashion through the right margin profile? And then finally is the one team which really emphasizes the importance of establishing meaningful connections among employees to move beyond the transactional Zoom interactions into a place where they know each other, they can trust one another. So when they do get into a position of conflict, there's trust and safety that allows them to work through those things productively.