Meter

“I don't care about Where meter ends up in five. I care about where it ends up in 25. But at the same time, the next few hours also really matter to me.”

“Over time, we can go even further down the stack where we should go make our own ASICs, our own chips.”

“So if you look at our industry, Cisco has a rack like ours where they have, you know, 10 different pieces of hardware. But majority of that was done through acquisition. So they bought their switching business called Crescendo in the nineties, et cetera, Merak…”

“When they did that, usually hardware had three separate radios for like, 2.4 gigahertz, five gigahertz and Bluetooth. When they moved, they were using what this thing called software defined radio, which is using two radios for all three of those things.”

“I think if you help people understand that anytime a customer is having an actual issue, you should be at least CC'd on it for every single customer. You can actually drive a lot down.”

“The last great networking company was a company called Meraki.”

“So what that enables us to do is because the hardware is for us to manage and us to make sure it's great, we maybe might choose components that are 20%, 30%, 40% more expensive than a traditional vendor might, but that is only marginal for us compared to the e…”

“So what happened in the networking industry for the last 40 years is it's one of the only industries that has multiple 200 plus billion dollar businesses, yet no new companies come in.”

“What we understood what happened with all the companies in the last 2030 years that tried to compete with Cisco was that they then ended up selling that. Then the best companies actually start having success. Then they never go out and build the rest of the th…”

“Because new companies don't come into this industry, the buyers actually did not have a muscle to evaluate new customers, new vendors all the time.”

“You set out on a blank sheet of paper and you say you want to build the best hardware, but cost, MOQ, supply chain, which vendors will work with you, which chips you have access to, those all start narrowing your choices down to, you know, maybe just ok hardwa…”

“The job there is just get it working first, then make it fast, then make it secure. You don't need design partnership there. Can you actually process packets? Is it actually working? Is it fast and is it secure? Because no customer actually understands that pa…”

“But if you do start a great, you know, point solution or something where you own horizontally one part of the stack, I think the chances of making it to a certain level are higher, but the chances of building a very large business, I think are very slim chance…”

“Yeah, we have plans underway. We think we can do some great work there, but by the time we realize that it will take another eight years, I think from now before this will even be fruitful at all.”

“If they had decided at the beginning that the scope was a little bit larger, generally my rough intuition is it's only 20% more. But it actually ends up enabling you to capture a lot more.”

“In a market where incumbents like that don't exist, the initial ramp is easy to get in, but so many people get in, then it becomes really difficult. But with markets like this, with large incumbents, the initial ramp is really hard, but once you pass that chas…”

“A hundred percent of our customers went to zero starting March 12th.”

“Studying businesses now the last two decades, I think for any business. I think there's about a thousand days of really bad time. Any business. We just happen to have all thousand at the beginning consecutively.”

“If it's a brand new market, the founder has to do it, or it has to be part of it to convince the first few people to take the chance. Cause I think they're buying the person rather than the product.”

“And one of the things we're trying to do, and I don't know how successful we will be over the next five to seven years is, the other thing we disagree with in this vein, somehow people have bundled management and authority together in one. We're trying to deco…”

“We have really great RCTs and A-B tests essentially of same problem, same factories, half management, half without management, and outcomes being entirely different.”

“A lot of times when you go to a team that's six or seven or 10 people, more than the manager, I think it's actually better to ask everybody else that works with in that team who should be fired.”

“All the two dozen I talk to at least every two, three days.”

“If you're spending your time thinking about the person instead of the problem, the person is the problem.”

“When we go build chips, for example, I actually think the right thing there is to go as slow as possible because taping out a new chip, then building it is incredibly hard on ramifications on the mistakes you make.”

“And the most important thing is not that I think people like end up working hard or anything. I think people, if you have a great company, they're always working hard. What ends up actually happening is people end up not working on things that don't matter. Th…”

“I think with smart people, if you ask this question, you say, how is it that every problem that could be a sales problem, that could be an engineering problem or an operations problem, that could be a design problem. They can be exactly solved in 90 days, but …”

“I have talked to other companies that have this like hardware software operations component. And I do think you're right. There's something there that these companies, founders tend to be a bit happier than others. Cause what you end up not liking about your o…”

“METER put out a study of the agentic work that can be done you know, by a wide range of benchmarks and dated it, ran it all the way back to 2019, and basically came out with the idea that the agent horizon for the 50% capability, like, 50 percentile capability…”

“It all comes down to people and like the team that you build and like what you get out of your people in the end. So if you have this like magnetism Or, like, there's almost, like, people have a fear of disappointing you and, like, they really want to, like, d…”

“Sift is a good example. So if you know Sift, they used to be called Sift Sciences. They're a great business, and they're doing fraud detection for online retail effectively, and the core of the core metric that they charge against is, is based around APIs. So …”

“Simplistically, I would say revenue, so it's fifty million dollar ARR and above.”

“The stage of our business is that we had tens of customers like that and growing fast.”

“Our deals typically are under underneath the hood. They're usage based. But the way they work is that our customers make a minimum commitment to us. And that involves generous allowances of those usage vectors. And if they exceed them, they pay overages. But s…”

“They could be trying to cope with a high degree of price complexity that might not have a huge amount to do with the volume of usage ingest. So, you know, it might be whatever, like a 1,000,010 million, a hundred million. It doesn't matter. But what the reason…”

“To answer your question, there are two founders. Both called Griffin. Neither of us code, or you wouldn't want us to be, but we built the team, we built a team of people we'd worked closely with in the past”