Stripe

“Our headline rate at the end was one percent transaction fee, which you compare that to a Visa MasterCard product that merchants pay, you know, three plus if you're on Stripe. Maybe you're on world pay or somebody like that and get a better rate, but our cost …”

“First thing in our plan, when we raised the seed, the idea was to become profitable after eight months, but actually we didn't think we would make it. And we made it because of the margin that increased radically when we had volume and we didn't know we would …”

“Bridge is the same company as Wire, but has 10% of the infrastructure that we had.”

“It was 20 founders, CEOs that You know, did that seed round. It was the founders of PayPal and Instagram and Mint and Eventbrite and Stripe and Nest and a whole bunch of really incredible businesses Box and Dropbox.”

“It's meaningfully accelerated the rate at which we've been, like, Acquiring developers and they've been launching and scaling and so on, which has been super exciting to see.”

“There was like circle at the time kind of had some APIs, but they were really bad. And we realized there was no clean way for a developer Like a strike effectively a strike style API for a developer to come in and take a dollar and convert it into a stable.”

“I mean, we were probably pretty consistently growing somewhere between 20 and 50% a month.”

“There was a lot of ideas came out, which were just like taking consumer grade product and design and applying it to just like the Slack kind of thing. The Slack, Stripe, Gusto, et cetera.”

“We were so focused on core product and making it good that there had been no time to like build a Stripe integration because we didn't know anybody would want to buy it.”

“It's a legal services company. They have legal professionals who are acting as an extension of the in-house teams of OpenAI, Stripe, Citibank.”

“Although the ACVs didn't necessarily justify it at the start, what it enabled us to do is everyone was signed up on a month-to-month stride blink, and we were able to convert all those people to annual contracts or multi-year contracts, which is obviously very…”

“It doesn't matter how successful they are on the outside. Pretty much every company is chaos on the inside when they're growing. Lots of chaos all the time. I saw this at Stripe. I see it at Render. You ask any hyper growth company right now, there's tons of c…”