Linear

“What we found that like in this market, the brands are kind of non-existent or they're bad or they're negative. So if you think about project management tools, there's anything, and no one is like that exciting. Like, it's even hard to say, like, what do this …”

“What I could see a lot of tools, and this generally I think goes for enterprise tools, they are optimized around the buyer, because that's how they get bought. You don't, the users don't go buy the tools. The, like the actual end users don't go buy the tools. …”

“So I think there is some innate ability to see how things can be better, and then it is, like, easier to do designs when you can do that.”

“Why quality doesn't happen in most companies. It's like, it's just because it's not incentivized. No one ever says you should do it. It's almost that no, we just want you to complete this task. We don't actually care how do you complete it too much. We just wa…”

“In the end, like what the problem we are solving for companies is this like organizational coordination and communication problem. And especially like the larger the company is more problems you have with that. And basically the problem is always no one ever k…”

“Like, I think this market is like weird where you have this incumbent and I think people just assume it's the thing. It's like, it's always been there. It's always going to be there. And so it's a little bit like the floors in the building. It's like, you don'…”

“Software companies and engineering tools are type of products that people are willing to pay for because the engineering functions are already highly paid and software companies have, especially VC funded software companies, they have a lot of money to spend.”

“Initially, we're, like, the investors were saying that, hey, you probably need some, like, salespeople. And we said no. And it's not, like, who wants to talk to salespeople? But then at some point, you start getting these customers that do want to talk to sale…”

“The survey was kind of optional, but Actually, you wouldn't really get in without filling the survey. So the survey was kind of like required to like actually get into the service.”

“You shouldn't probably emulate. You should almost do the opposite what all the other players in your domain are doing. And maybe you can take inspiration from some other companies in other domains and do something like similar there.”

“When we launched, we had over, I think, over a thousand, thousand, like, daily actives.”

“Like, you could build a very simple version of something, but in this category, it's, like, just doesn't work because people already have, like, pretty high standards or high needs for how this kind of tool should work.”

“Obviously there's been companies, other companies doing project management and stuff, but No one has really focused on the engineering use case that well, I think, and haven't been able to get to the scale where, where like GRI is.”

“It's never been, even in the beginning or later stages, it's never that like we Listen to these users and then we build what they want or what they say. We went there, like, it's more like we have that model in our heads. And then if something doesn't quite fi…”

“We see that the linear, what we're trying to do is helping companies to build products. And it doesn't have to be limited to the issue tracking or project management. We can do other things too.”

“We've been trying to keep the teams, like the whole company quite small or not overly growing it too fast. So I think there's two problems with growing the team too fast. One is like the, it takes a lot of time and the culture gets diluted very easily.”

“I think like what often happens to startups or any companies is like, The quality goes down because they get pressured on some, something else. They pressured on the, we need to ship this or we need to get, get these metrics up. And then the quality goes down …”

“We could still be more opinionated on the lower levels where there's more of this volume and need for structure because there's more people and more things happening and the more flexibility you introduce, it multiplies a lot more. But once you get to the very…”

“I don't believe that you can build the optimal tool for anything if it's very flexible and endlessly customizable.”

“In the end, the productivity of any company comes from the ICs, like what the actual, what is actually the work output and the ICs engineers or designers or someone are building that output. So I think if the tool should be optimized around anything, it should…”

“I would say like on the waitlist, I remember that eventually we had about like 10,000 emails on it. I would say about like 10% of them converted during that year.”

“You put a process in place, you write a doc down, you talk about how to do the work. You talk about how to set up your tracking system on like, you know, Atlassian or linear or whatever. Doing all that feels like real work. I just don't think it's real work at…”