Retool

“Yeah, well, we're still very, very, very, very far away from our goal. Our goal is to be the way software is built. And today, point, you know, zero, zero, zero, zero, zero, zero, one bits of software is built in Retool today. So, you know, we're starting with…”

“I think if you look at Retool, you know, I think the company is, what, three and a half years old, so, you know, by all sort of means, it doesn't look like it was that slow, you know, reached a billion after an evaluation, at least, at three and a half. And ye…”

“Without him, we might still be working on it. So, well, we'd probably be out of business at this point, but we probably would have worked on it for another year or two.”

“In our case, I think Sequoia probably owns, I think it's either 15 or 17%, something like that, or in the Series A, at least, they own something like that.”

“Yeah, so I think conviction is very important, and so I think when choosing ideas, I think conviction probably is sort of highest order you have to care about, basically, is do you actually get convicted about the idea? I have a bunch of friends now, and I'm s…”

“At that point, we were four people. I think we would raise maybe 1.4, something like that in the seed. And so I think when we were raising our A, I think we'd burn maybe a hundred K of the 1.4, something like that.”

“We had a slightly strange structure for the Series A, we raised a split round, it was split between five angel investors, as well as Sequoia”

“Probably 60 to 70% of our time, actually, was spent developing internal tools for regulatory purposes, for fraud purposes, and stuff like that.”

“I think up until maybe three... Three, maybe four million dollars in ARR. I don't think even up to three or four million dollars in ARR, I was fairly convinced we did not have product market fit.”

“When we raised the Series B, I think we've spent a million dollars in the Series A, so, so, you know, I guess we haven't really deployed the capital very much.”

“So I think in the beginning, you have no idea what you're doing. You have some ideas, you know, what hypotheses you're testing, but you don't have sales enablement. You don't really have the playbook for the deals yet. Do you have your ICP? Do you know if your…”

“They, you know, there are no models going out and creating a new pricing model is why, like, do not reinvent the wheel when it comes to pricing.”

“I think that one of my biggest lessons was you hire for sales enablement too late and I think we hired too late. I think we have a lot of Process debt as a result.”

“We've got two folks down at a customer onsite right now, running a hackathon with the team. They're retool sponsoring a hackathon and they're building applications together. And so they're meeting all these new teams. They're embedding themselves in the busine…”

“Selling into a new category is really challenging. It's a different type of challenge retools, a new category segment was a new category. You're not just selling a point solution. You're not just selling a product. You have to create budgets. You have to creat…”

“What's been interesting actually about the market shift over the last Few months, it feels like years is, is the value property tool has shifted a little bit. It was acceleration. It was time to value. It was enabling people to grow really quickly and move at …”

“And how can you take that and map it into a comp plan where, you know, hopefully I think the logic I've always used is that you should design a comp structure where at least 80% of your reps are hitting.”

“And I think Retool is kind of dead at the wheel at the moment. I don't hear the recent things they've been launching, and so I could imagine Loveball going in that direction.”

“And I think Retool is kind of dead at the wheel at the moment. I don't hear the recent things they've been launching, and so I could imagine Loveball going in that direction.”