The Ledger, every show

“The thing I would say though about any company in SAS today, and Atlassian is a Prime example of this is they are primed for, ah, disruption right now because AI is going to decimate their seat base for their products. It'll decimate the roles people are playi…”

“I have heard whispers that a lot of their product portfolio is not really contributing to the business. It really is the core business, which is, you know, pretty common. I'd say probably the same of, you know, largely the same of Twilio too, right? It's a, it…”

“Well, and I struggle to think of a single, like, kind of, let's say, legacy company who said, hey, we got to get in on the software thing, and opened up their Silicon Valley office and actually succeeded in that.”

“I personally believe that the future of a company like ours, I think that the company's offices are going to consist of three different types of locations. I think you'll have number one, like a showroom, the place where you bring customers or like recruits or…”

“We've killed the teams, but maintain the products. So we find another home internally for the product to live. We have never killed an API that we've ever built.”

“Now we can ship 18,000 times a year, and we have a five nines available API, and a seven nines success rate of the request that we're serving.”

“Better return than Google over that time period.”

“In that, in the Salesforce world, the answer I would say definitely is yes. Obviously it cemented the role in the center of an ecosystem. They ended up making acquisitions. They have more information to make their product decisions on, like all sorts of benefi…”

“So I think Mike will be one of the more aggressive on the acquisitions front because they've always been and so I think it's in the DNA of Atlassian, so I do think we are looking at one of those, even if I am not fully on board with the most recent.”

“And at that time, no one else was trying to reach them. We were like one of the only ones.”

“Almost every carrier in the world that I can think of in that era, in those early days, like, Built an API on top of their services and launched with great fanfare, their developer platform. And every one of those carriers within 12 months had shut it down.”

“At the beginning of the pandemic, we had, I think, three buildings in San Francisco. And today, you look at those offices, they're about, you know, low single digit percent utilization.”

“It's not at all uncommon for great software companies to spend upwards of 40, even 50% of their total R&D budget on those platforms. Because those investments are multiplying the investments that you're making in the other 50% of your R&D investments.”

“Within Twilio, I suspect when we can go back to offices, there will be a bit of a team shuffling going on, because certain teams will say, we want to be back in an office, and other teams will say, we're really happy virtual, and people will find the teams tha…”

“Again, we're still basically full-time students, and we raised, I think, eleven million dollars.”

“And in the course of that, we made a total of about 26,000 dollars of revenue in the lifetime of the company.”

“And I think they were paying like when they took their whole marketing spend and they divided it by the users, they were paying something like 50 dollars to acquire a customer. And so, that's a lot of money. And when you took the entire cost of operating our b…”

“They're like, yeah, we've been burning, you know, fifty million dollars a month or some ungodly number. And now that we're not going public, we don't, we're not, we don't have the money. And so we've got to reduce our burn, like, immediately.”

“You know, like one of our early customers was Uber, and they came to us and said, well, actually, we want to let you know when your ride's arriving. Can we do that with Twilio? We said, of course you could. And they, like a day later, rolled out the first vers…”

“And so we spent that whole summer and did not have a dollar to show for it from investors. We raised no money.”

“I remember the day we launched Sony. Reached out. And you'd say, Sony? What did Sony need? And you'd sort of think about some big enterprise use case. Well, it was actually Sony Music, and there was a music promoter who worked at the record label who was like,…”

“Uber, when we won them as a customer, I think the whole company was about five people.”

“Our first year, we made 200,000 dollars. Our second year, we made two million dollars.”

“So they were growing to be like a quarter of our revenue. I'm like, that's actually a problem. That's not something to celebrate. That's actually something to worry about.”

“And one of the things I keep telling the company, because I actually just saw a stat that in the beginning of 2019, Twilio was 1900 employees. Here we are just over two years later and we're over 5000, right?”

“The Domino's stock since in the last decade has outperformed like Google and Amazon and like Facebook.”

“What I did is I looked back at, like, every major customer that, that, you know, I could look at, like, our top, like, 50 list or whatever, and I go through the list, and I, like, a substantial number of them I looked at, and I'm like, wow, when we were really…”

“Well, we raised first a C like friends and family rounds. We raised money from people we knew and Kevin participated and a few other folks like that. And that was while we were still full-time students, we raised about, if I remember, a million dollars.”

“We hired our first software developer who was not a founder joining the company, a guy named Adam Belli. And I remember Evan saying, hey, Adam is great. We really got to hire this guy, but he wants a salary of like a hundred K.”

“And actually it's during the period of time Byron was talking about almost every major carrier did have an API program, believe it or not, but it were like small side project.”