Supabase

“In fact, they'll discount anything you say anyway. So if you tell them, ah, you know, we're going to be a billion dollar company, they'll probably think, well, oh, well, they'll only be a five hundred million dollar company. You say ten billion, they'll probab…”

“I thought at the time, again, to de-risk things, I thought, I'm going to build a, the most Y Combinator friendly team and apply for YC and that will help from a DevTool point of view. I think that's the pitch that actually convinced him he really wanted to go …”

“Now, if an enterprise comes in and they say something that is also going to benefit maybe a thousand customers, then we'll add it. But if they say something that's bespoke to them, Then, of course, we'll just end up saying no because we really want to make sur…”

“Product market fit often is just like a product positioning fit. Sometimes you can just change some things and that's all that matters. And there are some people in the world that want whatever you're building, even if it's a niche product, you just kind of ne…”

“We had this idea that we'd only hire when we had a hair on fire problem for the first probably four or five years, and so we got to maybe 200 people with that mentality, or a 150 people with that mentality, and then we quickly had to change. Like halfway throu…”

“Our attrition is extremely low, but the leaning into the async culture has helped because everything's written, everything's recorded, everything's captured in Slack or Notion, or one of our sales meetings is ingested into our warehouses, and this kind of solv…”

“We also leaned very hard into our community and the Pyeongchee motion. So that was good. Not trying to split our focus between Let's go up market really fast. We've just kept our finger on the pulse of the community and the PLG motion, even though we get a lot…”

“I built Nimbus with the same tech stack and that tech stack now is what is super base.”

“Where we are is not in the build space. We're in the operate space. We operate the databases. So it's not just enough to launch something. You have to prove that you can operate it over, over many years and do it at scale. So there's this kind of moat that was…”

“And what we do is we measure those who don't respond, how much did their the usage growth and actually we know like quarter over quarter, it's 25% versus those who have chatted to a success person and that's a 125%. So we can see the incremental uplift from th…”

“And then phase three is largely from January this year, the likes of Cloud Code and Codex and everything that are just ramping up really, really fast. And these are the tools that are using more of the CLI MCP type workload, and we're seeing huge adoption from…”

“We could just kind of push things out and people would adopt them and we didn't have to worry about, you know, eight million developers trying something out on day one now.”

“End of 20, 24 was when the likes of Bolt and Lovable launched, and that was also And interesting, that was kind of the second tailwind. We thought we were getting DDoSed at the time, actually, because we just saw this customer launching lots and lots of databa…”

“Yeah, on the incremental uplift only, which I think is the big difference from what was traditionally done. You know, on a PLG motion, you could easily say, ah, get a salesperson and so on, like, reach out to anyone and then you pay them on, on the revenue gen…”

“It's very clear to me. No, you don't half-ass it. You just go all in if you're going to do remote. We went completely async, and now, actually, I think it's a superpower for us.”

“So we're launching a product at the moment, and there's just no engineers on it. It's just a product person engineering it. And people say, oh, should we staff this up? And I said, well, absolutely not. They don't have an idea baked yet. And so it needs to be …”