Glean

“So we've been actually growing at about three to four X, like, every year in terms of multiplying our revenues.”

“Well, historically, like this is not a new problem, like helping employees find information at work. So there have been companies, you know, Google had a product too, and, but nobody really solved it in a way where somebody liked the product, somebody actually…”

“I didn't actually go and, like, you know, hit my friends, you know, and say, like, hey, can you actually, you know, take this product and give me feedback? Because I felt like, you know, they'll all be very nice to me. And they will do it like, you know, even …”

“And this is where, you know, the transition happened from the vitamin to the painkiller. When people saw that if only I had something like ChatGPT inside my company or all of my company knowledge, people realized that, whoa, like that, no, this is something I …”

“And you just raised two hundred million dollars for that at, you know, over two billion dollar valuation.”

“There were investors who would tell me like, you know, that they would back me, you know, because I've experienced building a company before, but they didn't want to back, you know, the idea that I was working on.”

“When we saw that it crossed 10 searches per day on average, that's when we knew that, well, look, now people are dependent on this product. They are actually getting value from it. And that's when we felt, you know, we were ready, you know, to charge for this …”

“We actually were not selling the product. We had no pricing. We had no plans to make revenue. That was an intentional decision we made that we were actually not even charged for our product for the first two years.”

“So, so getting, getting to like I think the first year of selling, like we did three million dollars, if I remember right now.”

“Like, you know, sometimes we sort of talk to our team about it, so we didn't do any TAM analysis. Like, how do you do TAM? There's no product in the market. Nobody actually is even solving this problem.”

“For a first time founder, like, you know, they're actually trying to, their goal is actually You know, succeed as an entrepreneur. They want to actually learn that, you know, that art. Sort of like, you know, it's personal in that sense. You know, for me, that…”

“And actually, like, it's always been part of Glean. So even on day one our product, we're using LLMs.”

“In fact, the more people I would talk to, like, you know, especially people who are, Who have business acumen, like they would actually turn, turn me farther from this idea. So I actually chose not to talk to too many people.”

“I know all these engineers, they're spending one third of their time just trying to find things.”

“Search requires a lot of R&D, lots of technology to be built. So we wanted to build a team of about 20 people and divide it into, like, you know, three different areas, you know, of our technology stack.”

“And I think it's important, like it's important sometimes not to overanalyze and actually focus on the use end user and the problem and just go and solve it.”

“At many companies, which there are clients of ours, like Scale AI, Rippling, Glean, and many others, as you scale up, The problem is exponentially.”