When I joined Dropbox, I knew nothing about SaaS businesses or cloud or file syncing - and that was fine! I suppose I was an early adopter of Dropbox and had a good sense of how the product worked, so that helped a bit.
Hi Tanmayi! I think over the years, I've worked on things that are more and more dear to me. We explored a bunch of potential pivots in recruiting, but ultimately I didn't believe any of them could make very large businesses because of the market dynamics. But it ended up being a result of the type of product we were (sourcing) in the market. It took a while to figure this out because for years we kept blaming the churn on the product - perhaps if we improved the product, it'd go away. This made for a bad dynamic where we'd lose customers that we worked best for because they'd make hires, and we'd have to do a re-sale into the company when the recruiter churned. On top of that, recruiters frequently change jobs. customer doesn't need our service anymore). a hire is made), the more churn there is (i.e. This is because there's high endogenous churn in the recruiting market - people start and stop hiring roles all the time, and the more we succeed (i.e. Good to see you, Tracy!! :) With Sourceress, the primary thing that happened is that I eventually realized automated sourcing is a difficult business to be in, and I became unconvinced that we could build a very large venture-backable business in the space.
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