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Amos Haviv: We're in the 4,000 engineers operating 8,000 repos. We have new code contributors that did not use to contribute before because everyone is an engineer these days. Everybody is burning through their budget. Uber and Microsoft. How do you control the budget? How is the budget being managed? The internet was a bubble. Did the internet go away? I love the internet. Now when people ask us, "Do people that use AI deliver more features?" We can say yes or no. Is AI turning us all into managers? So, Beyond Coding. Powered by Xebia.
Patrick Akil: When I met you and when I went to your talk, I was thinking, "This guy's pretty far in the whole agentic engineering journey." You've solved a lot of problems, and I want to zoom in to some of the problems you've solved and how. But right now, to start, what is the biggest problem you're trying to solve right now?
Amos Haviv: I think like everyone—it's a cliché at this point—verification, specifically code reviews, is something that a lot of the people in the industry are struggling with. But as a whole, I think that generalizing from that problem is the next frontier. Meaning, the bottlenecks are going to move in other areas of your SDLC. Right now, it's with code review. I don't know, next week, it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years, I think, since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like, how to make breakfast. And he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there.
Patrick Akil: Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out.
Amos Haviv: It it must be like that. Like, we are as slow as our slowest link.
Patrick Akil: Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out.
Amos Haviv: It it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review.
Patrick Akil: Before we go into how you're solving that or how you're tackling this code review problem, can you share a little bit more about the scale of the operation? How many engineers?
Amos Haviv: Right now, we're talking about 3,500 engineers, but it's going everyday, because everyone is an engineer these days, right? So, we are seeing the the group of engineers getting much bigger, so people who contribute code, so that becomes a new problem. So we have new code contributors that did not use to contribute before. So that creates another layer. But yeah, we're in the 4,000 engineers and we are operating 8,000 repos. And Mono, like, mono repos that is like 25 years old to microservices that are like 3 months old. So, it's a complex problem.
Patrick Akil: And all these engineers are equipped with some form of harness or agentic tooling right out of the get go?
Amos Haviv: Right out of the get go, most of them will have some kind of a harness. It's still developing, and also, it's very hard to say "all engineers," because I think a lot of the industry is focusing on software engineering, but there are so many different pipelines that we're seeing that the workflows are becoming different enough from one another that the harnesses will have to change. I'll give you an example. I have a mobile engineer, and they need to do some app store verification before they go to a release, because every release is happening in a centralized way, right? Because it's not like you can do continuous deployment to an iOS app, because you have to go through like App Store Review. Those people have to have a different verification harness. They will have to make sure that a release is ready, because like, if I miss out on review, then my feature is going to be released, I don't know, next week. And so it's very different to an engineer pushing code into our own web servers and getting some React app out. So I think that's kind of like a good simple example of how different harnesses are starting to become, and we see it across also data workflows and infra. So who are you serving, right? Like, so. And and with that in mind, we need to prepare some kind of a platform. And that's something that is hard to still build, right? Like, so it's not it's not clear what the right way is yet. And I think, yeah.
Patrick Akil: I'm trying to get a better understanding of this big problem you're solving and so far you've mentioned three aspects, right? Engineers are building faster. They have different disciplines so the verification is also different. And then you have engineers as well as non-engineers now building and contributing which amplifies what you build but also likely the quality of what you build. Is there anything more that kind of adds to this scope of the verification problem?
Amos Haviv: Our customers. That we need to serve them. So, I think businesses need to look at themselves in a in a very interesting—Okay, I'll start again, I'll start with the with a good with a better example. So, I used to, when I started working in the industry, everybody says that we should do like Microsoft is doing, right? Like, regardless of how Microsoft is releasing their software. Then it became, "Look, but Google is doing things that way." Like, they have their own like mechanisms of doing like CI CD or whatever. And now have everybody looks at the main labs like Open AI and Atro and so like, "Look how they release." But Claude code has like an uptime of 92%. I cannot have this the same like uptime. I have to have 9, 9, 9, about 5 9's, like, in order to make my business stick. Because it's a different business. So, like, I used to say to my engineers when it was the Google days, "We are not Google." Like, I cannot afford to be like Cloud. I cannot have downtime. I cannot. So, quality of code is also important. And so when I say customers, I mean like, my main business goal is to keep my customers happy and coming back. And that's the most important thing, first and foremost. And it's easy to forget these days that this is the main core idea of every business, right? Like, to serve their customers. So we can move fast, but if I move fast and I break my prod every week, then what have I gained?
Patrick Akil: This is an interesting pitfall that I have seen, kind of some leadership teams, or some people in a leadership position, be like, "Look at what they're doing or look at this blog post." And without this core understanding of my business is fundamentally different, and I cannot afford to go like them, because look at their uptime. Yeah. Is crazy to me that we have that right now.
Amos Haviv: Like again, we build an e-commerce, right? Like, if you work in an e-commerce website, like, your uptime is your brand, equals the trust customers have in your brand and how likely they are to come back. Um, so, I cannot afford to not be there. And so I think a lot of us are forgetting it right now, but it's not the first time this is happening. Gotcha. So I think that's what experience is, to be a bit more pragmatic and be like, "Yeah, this is a big thing happening right now. There are many changes happening in the industry. So this is a real revolution, yet it doesn't change the way we do things. We should still keep in mind the core ideas of like providing our customers with a good product that they can rely on. How does this way of thinking about your customer and your uptime translate into the verification process? And is verification just a pull request review, or what is verification to you? Oof. Verification is a lot of things. So yeah, a review is one. Right? Um, then we are now thinking about it in terms of a stack of agents that can operate together. So basically we're trying to control context window. Um, code review is build out of architectural guidelines on top of other, let's say, instructions that our engineers would like to give to the code review agent. Um, and the goal of a code review verification's, let's say agent, is to help a human being review things faster. That's one. But then on top of that we have other layers that we are now working towards. So what we're starting to see for instance is they we're going to see agentic security. So a lot of models are now being used to detect any security issues or vulnerabilities before, like, traditional scanners can do so. And so this is a layer we need to build for as well. Um, as I mentioned before, I can run an App Store agent that says, "Let make sure that I didn't break any, uh, regulatory aspect. I can run, uh, a financial, uh, regulatory compliance agent that says, 'Okay, make sure that I'm my change is not breaking anything.'" And so verification is starting to become this, uh, stack of multiple agents that produce different types of output, sometimes also feeding the next agent. And so you need to think about it in the context of a series of agentic capabilities that are built on top of each other, that have also different owners. So you cannot own everything as well. Um, so you need to make sure that the owner can also control part of their workflow without breaking the whole system. Gotcha. Yeah. Earlier you mentioned verification harness, and now I understand it better where you have either a specific harness or an agent running in that harness doing specific checks for either your context or it could be security or it could be compliance or it could be code quality. And then even code quality on different aspects of technologies based on is it mobile, is it front end, is it back end? This is getting quite complex. Where where do these verifications run? Is it all still in a pipeline? Does that make sense with agents or what are your thoughts? The infrastructure for running those agents is one of our main working areas. Specifically my teams are in are involved in building the infrastructure part as well. Um, so yes, getting those things to run safely and quickly is a big problem by itself. And you can start seeing the big companies are offering it, specifically cloud providers and others are trying to solve this problem, because you need to be able to spin up machines whether it's microVM or a container or whatever, that is secure enough so you control what the agent has access to and also quick enough to spin up and down, because you're going to have like hundreds of thousands of those at one point. And so this is one of the main challenges, and we are still trying to figure that, what is the best technology to do so. Yeah. Fundamentally, does this run, this verification step that has a multitude of agents, it cannot run on every change, right? Because I feel like building is quite quickly, then you have the traditional pull request, code review aspect of things, but will you do all of these checks? Because agents are also quite costly and it could be a latency issue. We can talk about cost. Okay. I think it's a reckoning time, right? Like everybody realizes that, uh, I was there when the all cloud migration happened as well. Yeah. And in the beginning, everybody was saying, "Don't worry about cost. Everything is going to be okay. We're going to move to cloud, and it's going to be great." But cloud providers have to have margin. So, obviously, it became more costly than hosting your servers. And I think the same thing is happening right now. Okay. And so, cost is becoming a bottleneck of its own. And what again, this is a good example of where you need to stay pragmatic, because we don't know where we're headed. So, I think if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80s and 90s. Wow. And it talks, his main metaphor is a diner. Like how to make breakfast, and he says, "It doesn't matter how quickly you toast the bread. It doesn't matter how quickly you cut the salad. If your eggs take 10 minutes to boil, then your breakfast will take 10 minutes to get out." Right? And that is something we're seeing right now. So it doesn't matter how quickly our engineers can code or how quickly can we do code reviews, if we can for instance, produce enough designs or PRDs or high-quality business heuristics, then we won't get anything more quickly out there. Gotcha. So it's really a shared operation. It must all needs to kind of work quicker to get the whole thing out. Yeah, it it it must be like that. Like, we are as slow as our slowest link. Gotcha. And so, we are all depending on each other, which is kind of nice as well. It's like, there's no there can be no blame culture anywhere anymore, because we're all in this together and we're all trying to operate and bottlenecks will move around in companies. So yes, right now, it's code review. I don't know, next week it should be like with security. You have release pipelines, right? Like, that are also still deterministic and old school, right? Like, so you will have to figure release again. So I think what we're trying to do is generalize, come up with a way to say, "Okay, so we solve for code review." Let's say we do. What is the next bottleneck? Can we predict it? Can we be there before our engineers are hitting the wall? And I think that's what we're trying to do right now, because it's obviously coming. I think, if you ask me, I think the some of the bottlenecks can go upstream. Like, can we generate enough business? I think there's a there's a very good book that I really like. It's been 43 years I think since it was written. It's called "High Output Management" by Andy Grove. And the metaphor there is—it's funny, he was the CEO of Intel, he got Intel to where Intel was in like 80
