Fireside Chat with Jeanne DeWitt Grosser & Robin Daniels — Building an AI-Native Business: Velocity, Margins, and Moats

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Julia Nimchinski: Amazing. Thank you so much again. And up next, we welcome Robin Daniels, Chief Business Officer of Zensai.

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Julia Nimchinski: And Jean DeWitt Rosseur, who is a COO of Vercel. What a pleasure!

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Robin Daniels: Welcome to the show, how are you doing?

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Robin Daniels: Great.

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Robin Daniels: It was awesome to see the previous presentation, that’s for sure. Also, as an Xboxer, very proud to see that we’re still carrying the torch forward, so…

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Robin Daniels: Very good.

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Julia Nimchinski: Amazing, we have the best COOs in the B2B land.

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Julia Nimchinski: The most innovative. So, yeah, Robin, let’s kick it off.

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Robin Daniels: Let’s do it, let’s do it. Thank you, Julia. And Jean, so good to see you. Today, we’re going to talk about, how to really… how do you build an AI-native business? And what does that mean for decision-making, speed, how do you think about people, infrastructure, your competitive mode?

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Robin Daniels: all that stuff. There’s so many questions, I think, going through the minds of leaders everywhere around what an AI-native business really is, how’s it different than a traditional business, and so on. So we’re going to get into all that, and we’re hopefully going to try to contrast that with

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Robin Daniels: some of the, the more, maybe, let’s say, traditional SaaS companies or first-generation tech companies out there, and what should they be doing that’s different?

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Robin Daniels: And we’re here today with just an absolute phenom, Gene DeWitt Grosser, if you have not met her, or you don’t know who she is, you absolutely should. She is the COO over at Vercel, and she oversees marketing, sales, customer success, revenue operations, and even field engineering.

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Robin Daniels: And she’s building this AI-native company for the next billion developers. Super impressive. Before she was at Vercel, she was at the chief business officer at Stripe.

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Robin Daniels: also a very impressive company that I think many of us, of course, know, where she helped build that organization from the ground up. Before she was at Stripe, she was at Dialpad, where she was the Chief Revenue Officer. Before Dialpad, she was at Google in various leadership roles, and she carries multiple degrees from Duke and Stanford. Super impressive. So again, like I said, a total, total badass.

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Robin Daniels: And who am I? Well, I’m Robin Daniels, I’m the Chief Business Officer at Sensai. We’re a scale-up company based out of Denmark, where I’m originally from, but I live in the US now.

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Robin Daniels: Prior to here, I have held multiple CMO roles at various companies, including Salesforce, and Matterport, and WeWork, and other companies. Those early days at Box, and LinkedIn, and lots of other different companies, where I’ve usually been on the go-to-market side as well.

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Robin Daniels: So, so good to have you, Gene. Where are you dialing in from?

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Jeanne DeWitt Grosser: I am in the Vercel office in downtown San Francisco.

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Robin Daniels: Amazing, right where it’s all happening, you know? It’s true, it’s like the level of intensity has really kind of me. Let’s just kick it off and start talking about this. So, you know, let’s talk a little bit about what you’re doing over at Vercel to, like, really take advantage of this moment that we’re in in time.

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Robin Daniels: you know, let’s start with one of the ones around velocity, both around how we think about shipping products, how we think about decision making, and all those kind of things. And we see this, you know, if you go on any kind of news site, you go on LinkedIn, or X, or whatever it is, it seems like these AI-native companies are literally shipping

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Robin Daniels: new features, products, in days, sometimes within, like, multiple times a day, and so on. This is very different, of course, than how traditional companies, traditional tech companies, do it. And so.

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Robin Daniels: is that the right way to do it? Is… are we gonna run into trouble? Is this, like, the way of the future of innovation, or is it just kind of more, like, chaotic because that’s what the market demands? Like, how do you think about velocity and speed in this age that we’re in?

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Jeanne DeWitt Grosser: Yeah, if you’ve been in San Francisco, you may have seen a billboard or two, because Vercel has a lot of them, and one of them is you can just ship things, which is one of our, sort of, core principles at Vercel, and I would say, actually, a lot of what Vercel’s platform does is try to enable teams with our developer platform

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Jeanne DeWitt Grosser: To be able to ship hundreds of times a day.

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Jeanne DeWitt Grosser: You used one word that I think is super important in this concept, in this… in this discussion, which is velocity. And I… I do think folks can conflate speed with velocity. And the difference with velocity is obviously that there’s direction. So there’s a strategy, you know where you’re headed.

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Jeanne DeWitt Grosser: One of the things I’ve been… I’m 6 months into Vercel, and I’ve been incredibly impressed by the rate with which we ship things. And there are two things that I think, we’ve gotten right this year that have enabled us to ship faster while still not having a sense of chaos.

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Jeanne DeWitt Grosser: The first one is, really around having clarity of metrics.

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Jeanne DeWitt Grosser: And having them be both detailed, if you want to go into 5 whys, but also simple, at a high enough level. So we spent a lot of time iterating on this at Vercel, and actually came up with, there are three things we’re here to do. Vercel managed compute, so how much of your core application are we running? Vercel managed tokens, we’re in the AI business now, so what percent of the world’s tokens are.

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Robin Daniels: running through our infrastructure, and then Vercel managed requests, so how much of the internet are we fronting? And that’s been really helpful. All of those track directly with revenue growth as well, so they can be shared across product teams and go-to-market teams.

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Jeanne DeWitt Grosser: I think the other biggie, because I know this is more GTM-oriented, is having a really clear operating model. So this is one of the things I put in place at Stripe. First thing I did in my first 30 days of Vercel is actually the bottoms-up what needs to be true to hit a revenue goal.

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Jeanne DeWitt Grosser: And so, you know, this is pretty straightforward funnel the math, you know, what’s… how many leads do you need, at what rate do they convert to ops, at what rate do you win them, what’s their cycle time, all of that. You know, by segment, by geo, every possible cut.

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Jeanne DeWitt Grosser: But it’s another one that I think is really key, because it helps you rapidly determine, when you’re moving quickly, where do you either have a good thing going, and you should go pour gasoline on that fire, or where do you need to course correct, and fix something. So, in particular at Vercel, adding in segment-level cuts has helped us understand, okay, we just rapidly released something to support backends.

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Jeanne DeWitt Grosser: Do we have product market fit in the segments we thought we did or not? You know, you can quickly go and look at win rates at your cycle time, etc, and so that’s been useful here as well.

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Robin Daniels: I love the word clarity. It’s something I speak about, I think, until I’m blue in the face. I’ve left several keynotes and LinkedIn posts about this. It’s probably… because I would say that the most important thing for companies is to get clarity, because it’s very hard to do great work if you’re not clear on what you’re trying to achieve in the first place. And that starts, of course, with the mission, but then it also goes down to the strategy, and then it also helps dictate individual behaviors, because I think it can create a lot of toxicity in the workplace.

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Robin Daniels: political infighting conductor, what you’re trying to achieve in the first place. So you mentioned that, so…

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Robin Daniels: At Vercel, if we dig a little deeper, what does clarity look like at Vercel? You mentioned metrics, but there must be probably more around governance and operating models and so on. What is clarity to you?

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Jeanne DeWitt Grosser: Yeah, I mean, my job as COO is actually to put in place what I’m calling our company operating system. And so it’s all of that, you know, the unsexy language of governance, etc, to make sure, are we actually doing what we said we were going to do? And I think you’ve got to find ways to both be rigorous and lightweight.

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Jeanne DeWitt Grosser: Folks… because again, folks really want to be moving quickly right now. And so we… there are a couple things that we’re doing at Vercel that, work really well, where, we sort of have the top, let’s call it… we’re about 650-odd folks at Vercel, call it the top 25 people, basically, sort of founder, his directs, and their directs.

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Jeanne DeWitt Grosser: are actually getting together for 90 minutes every Monday, all of us, which, when I first arrived, I was like, wow, that’s a lot of people, very expensive meeting. But I will say, I think in this moment, shared context.

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Jeanne DeWitt Grosser: is probably one of the most important things at the company, back to your point on clarity. And so I’ve come to love this meeting, even if sometimes I find it chaotic, or there are, you know, moments where maybe we’re discussing a topic I didn’t think we needed to go that deep on, but everybody actually then has the opportunity to get on the same page. I think the other thing that Vercel does really nicely is just our company All Hands. It’s another one where those are every other

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Jeanne DeWitt Grosser: week. You’re going through, as an example, the three large metrics that, I just talked through, we reiterated for, you know, the third time, at our All Hands on Tuesday.

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Jeanne DeWitt Grosser: So I think we’ve increased the level, or the frequency, of broad-based communication, because I think any good leader will tell you repetition doesn’t kill the message.

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Robin Daniels: Absolutely. And I think it’s fair to say that Vercel is a rising star, and probably, I’m sure, will rise very far with you there as well, but it’s a smaller company, and you came from a big company, Stripe, that probably most people have heard about, at least around the world. I think this is going out to a fairly broad geographic segment.

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Robin Daniels: How’s your current, like, role, and you think about this situation different than how it was described? Because, of course, that is powering the infrastructure, payment infrastructure of the internet. I’m sure you can’t just, like, skip things every hour and so on because of the impact it might have.

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Robin Daniels: How’s that… how’s the contrast? Because I think that might be relevant to if you’re listening in from a bigger company, and you’re trying to become AI-native, AI-first. How were you doing it before you came to Vercel? How were you thinking about it?

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Jeanne DeWitt Grosser: Yeah, I mean, it’s interesting. So, I joined Stripe when there were 400 employees. I joined, you know, Vercel a little bit sub-600, so arguably, Vercel’s a bigger company than when I joined Stripe. And they actually have a fair number of commonalities, because they’re both sort of platform infrastructure players. Stripe, economic infrastructure for the Internet. You know, if Vercel does what it means to do, we hope to be building the AWS of AI.

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Jeanne DeWitt Grosser: And so, in both of those cases, you are ultimately building, you know, the platform that others build on top of. And so, you not only have to move quickly to stay at the forefront of innovation, but you also don’t get to get it wrong, because if you get it wrong, you take everybody else down with you.

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Jeanne DeWitt Grosser: And so I think that just, like, begets more rigor in certain parts of the organization than others.

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Jeanne DeWitt Grosser: So, you know, Vercel, as an example, has an extremely sophisticated SRE team, because we’ve got to have, you know, all the nines of uptime, relative to most companies, I would say, at our size and scale. Similarly, security, is something we cannot get wrong. That was also two at Stripe. So there, you know, we’re, we’re sort of over-invested relative to a company of ours

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Jeanne DeWitt Grosser: size and scale on the security front. So I think that sort of ends up being, you know, basically, like, what is the core… what are some of the core things that your company absolutely can’t get wrong, or where you find, you know, more investment out of the gates?

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Robin Daniels: Makes a lot of sense. Let’s shift gears a little bit to go-to-market, something I’m also super passionate about. I oftentimes think that

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Robin Daniels: You can win a market in one of three ways, either by having the best product, the best business model, like price, packaging, and pricing packaging, and so on, or the best kind of brand slash community, kind of something that people love and feel like they’re part of.

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Robin Daniels: And I think the best companies have all to kind of do all three, in various different ways.

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Robin Daniels: But I also think that the idea of having the best product being the first to something, or the best of them, is shrinking. It used to be maybe you had, like, a 3-year advantage, maybe 5, maybe even 10, right? Depending on how good your tech was and so on. Nowadays, because of AI-native companies, that seems to be shrinking.

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Jeanne DeWitt Grosser: So, my sense is a lot of the advantage is going to become more around,

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Robin Daniels: the brand and the community. Think about Lovable as a great example out there. I think it’s a darling of the internet right now. I’m not the tech expert, but I’m not sure that their advantage is all just about tech, but it seems like the community loves it. The brand is super hot right now, so they’ve got that note there.

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Robin Daniels: But any mode, of course, over time can be eroded as well, so you’ve got to, like, really think about, like, all three as well. And I could be wrong, I’m just kind of, like, trying to, like, read the tea leaves of what’s happening out there in the industry and try to place my own bets, you know, as the chief business officer of my company. How are you thinking about modes, especially in the go-to-market arena?

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Jeanne DeWitt Grosser: I actually really agree with you. I came to this conclusion a while ago, and it’s probably taken longer to play out, but, so my first job out of college was working on Gmail. And, you know, for folks who might remember, Gmail launched with a gig of storage, and it was just crazy. Like, how could they have done that? And it took Yahoo well over a year to be capable of replicating that, because their own infrastructure

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Jeanne DeWitt Grosser: or couldn’t support something like that. And so, you know, I basically grew up in this era where, you know, you had real technology advantage, and as I sort of continued in my career, I saw that shrink as well. And so when I went to Stripe, actually, one of the things I would always tell my go-to-market team, and I think this is even more true now.

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Jeanne DeWitt Grosser: Is that increasingly, one of the things that will differentiate one company from another is the experience that you have interacting with that company.

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Jeanne DeWitt Grosser: And I think that’s very true in this moment. Again, I tell my sales team, I think there’s been no better time to be in sales, because arguably, people are making incredibly high-risk decisions, and it’s become less obvious which decision is right. Like, there’s no such thing as, like, you don’t get fired for buying IBM right now, because, like, it’s just… there’s not a clear winner in any space, and in most spaces, actually, there’s hyper-fragmentation.

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Jeanne DeWitt Grosser: So you’ve got 10 options to look at. I think it’s fair to say the market probably can’t support 10 in most of these categories.

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Jeanne DeWitt Grosser: And so I think a lot of decisions will be made based on, did… did a human actually help you, feel confident in making that decision, and give you confidence that after you’d made it, there was gonna be someone on the other side to make sure you really succeeded. So I do actually think, that those… the brand community matters.

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Jeanne DeWitt Grosser: I also, would purport, like, we are gonna go through a new phase on, sort of, like, the UX and the experience that you have from a technology perspective as well, and so the companies that invest in figuring that out.

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Jeanne DeWitt Grosser: So it doesn’t all have to be, you know, human-oriented. I think we’ll also differentiate, as we sort of get the next interaction model right.

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Robin Daniels: I think of it also as… I’m an eternal optimist that we live in amazing times, I think, and I think there’s no better time, like, I think it sounds like you’re just talking a lot about on the sales side, I think a lot about it on the marketing side, because maybe because I’ve been a CMO for many times.

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Robin Daniels: In my career, and there’s no better time to tell the story of who you are and what you do. The amount of, like, opportunities to get the story out there and make people fall in love with you are immense, whether you want to be on TikTok, or podcasts, or videos, or, you know, whatever it is, LinkedIn, you know, there’s so many options for you. So I think we, like, live in this golden age of storytelling, and where I think people crave connection and humanity.

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Robin Daniels: Having said that, the downside, I think, of being in this golden age of storytelling is that there’s so much noise out there, because the barrier to entry in these channels have become so low, and so it requires a key, key word that I’m trying to instill in my team, but also I talk about a lot these days.

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Robin Daniels: for any GTM leader, which is courage, because you have to have the courage

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Robin Daniels: to tell a different story, to be different, to… to have a different point of view, to actually elicit an emotion somehow. I think it goes with, like, you’re doing one-to-many, you know, marketing, or you’re doing one-to-one in sales, and you’re, like, speaking to a customer.

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Robin Daniels: the courage to be different, and have a different story, and a point of view, and stand for something, I think it’s gonna matter more than ever, because, again, so many of the other moats are gonna become

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Robin Daniels: virtually non-existent in many ways, so it’s about how do you connect, really, and we heard that from the previous panel as well.

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Robin Daniels: What are you doing, like, specifically at your company now? You’re getting 6 months in. What are you seeing as working or not working so well around, like, your ability to tell that story to the market? Because you’re also probably in a very competitive space already, right? How are you enabling your sales team, your go-to-market team, your marketing team, and so on to

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Robin Daniels: To be out there and to win.

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Jeanne DeWitt Grosser: Yeah, I mean, I’ll answer this two ways. So, one… one of the things that attracted me to Vercel was our founder, Guillermo, who is an exceptional storyteller, and a frequent on podcasts, because he’s very opinionated, and you tend to learn from him. So, you know, very much plus one to your point of view as well, of folks having courage to put something out there, have it be well thought out,

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Jeanne DeWitt Grosser: I certainly have seen. I think on the go-to-market side, you know, go-to-market teams have talked about being consultative for as long as I’ve been in go-to-market, but I think that has often been, like, a veneer of, you know, I can put in different case studies if you’re a manufacturing company versus a tech company, but otherwise it’s the same product, same pitch. And I actually think that’ll be another one, is, you know.

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Jeanne DeWitt Grosser: What we’re seeing is, when we go out to companies, they know that they need to be doing more with AI. They know they should be building agents, but they actually don’t know what agent they should build, how they should build it, and so a lot of what I find myself doing, is being able to either take best practices, because Vercel is extremely AI-forward internally.

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Jeanne DeWitt Grosser: And contextualize them to that company, or be the type of person who can actually help you problem-solve, rather than just say.

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Jeanne DeWitt Grosser: you know, by the way, if you want to build that AI gateway would be a sweet way to do it. So I do actually think that sales teams that really learn how to help a customer think through novel problems and solve them

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Jeanne DeWitt Grosser: Are more likely to be successful in this era.

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Robin Daniels: Yeah, absolutely. In 2000, I bought a one-way ticket from Copenhagen to San Francisco, because I’m a nerd, and I wanted to be with all the nerds of the world, and that turned into a 25-plus year adventure of various different companies. And I remember one of the stats I read right before I bought that one-way ticket was that out of 20 companies that start

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Robin Daniels: 15 will fail, 4 will do okay, and maybe 1 will hit the jackpot. How do you think… how do you think that is in today’s AI-native world? Like, and how do you stand out? How do you survive? I think that’s question one. The second one is, what if you’re not AI-native? What do you do to survive in this hyper-competitive world? What would you be doing if…

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Robin Daniels: if you’re working for a more traditional company than Versa, I’m very curious to get your take on both.

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Jeanne DeWitt Grosser: Yeah, I was, I was reading something about, to your point, on, like, you know, not all startups making it about, like, the Lindy effect, which is, like, the theory that, like, non-perishable things’ future life expectancy is proportional to its current age. And so it’s interesting, because you have all these startups that are hitting, you know, $100 million in ARR,

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Jeanne DeWitt Grosser: Arguably before they’ve necessarily found product-market fit.

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Robin Daniels: And so I think the ones that are gonna be successful, Stripe had a phrase that I, I really internalized that struck with me around, we haven’t won yet.

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Jeanne DeWitt Grosser: And so just because, you know, you’re at the top of some ARR leaderboard doesn’t mean that that’s going to continue in perpetuity. I think you see we’re in a phase right now of blank check writing for AI. Everyone’s got an AI mandate, and you can go out and play with things.

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Jeanne DeWitt Grosser: But a lot of these are going to wind up being vitamins rather than medicine. And a lot are gonna wind up being point solutions rather than platforms.

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Jeanne DeWitt Grosser: So, I think, one of the things as an example that we’ve been doing is, so we have V0, it’s, it is a vibe coding product, similar to a, to a Levable.

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Jeanne DeWitt Grosser: And we’ve been actively, recommending that folks decrease their deal size with us. You know, cut your spend in half. I know you think you want this for 400 PMs and designers, but we actually think you should start with 100 and fundamentally change the way that your workflow,

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Jeanne DeWitt Grosser: behaves for software development lifecycle, and then go roll it out to the next, 300. And the point is, then we can go get really deep with them, help them actually turn this into true medicine, where it isn’t accelerating their ability to get to market.

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Jeanne DeWitt Grosser: I think for, you know, companies that are trying to become more AI-forward, in many cases, you’re… it may be best to have a parallel product.

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Jeanne DeWitt Grosser: That just is itself AI native. And then, rather than doing what a lot of folks are, are doing, which is sort of, like, bolt on an assistant.

1518
04:22:16.450 –> 04:22:32.699
Jeanne DeWitt Grosser: You know, I think everybody could do that for Wave 1, but for Wave 2, most existing products don’t lend themselves well to becoming truly agentic, or ultimately, what I would call, like, an autonomous agent.

1519
04:22:32.700 –> 04:22:45.249
Jeanne DeWitt Grosser: And reason being is, I would hypothesize that most software is… today, you’re sort of forced into a workflow that that software company decided was the best.

1520
04:22:45.250 –> 04:23:08.670
Jeanne DeWitt Grosser: But none of us have ever really gone into Salesforce, Workday, Jira, and said, this is exactly how I want to work. And so the future, I think, is actually going to be headless or composable software, where you’ve got, you know, some sort of database, you’ve got an MCP server to access that.

1521
04:23:08.670 –> 04:23:15.490
Jeanne DeWitt Grosser: And then actually, the front end is bespoke either to the company’s workflow or to that individual’s.

1522
04:23:15.490 –> 04:23:25.600
Jeanne DeWitt Grosser: Or, increasingly, there is no front end, because you have an agent that’s working autonomously in the background on an end-to-end workflow. And so, if you’re…

1523
04:23:25.600 –> 04:23:35.929
Jeanne DeWitt Grosser: over-rotated towards your existing pixels, you’re probably never gonna get to that autonomous agent end of the spectrum, and you risk somebody else getting there first.

1524
04:23:37.970 –> 04:23:52.620
Robin Daniels: I think it’s safe to say you’ve had an epic career. I mean, look at the companies you’ve worked for and led. So you’ve scaled teams, you’ve hired probably thousands of people, would be my guess at this point. But the last topic, just for the last couple of minutes we have, is really around people. It’s something I’m super passionate about myself,

1525
04:23:52.750 –> 04:24:02.229
Robin Daniels: What do you think the skill set is, the mindset that you need to have to survive as an employee or a leader in the next couple of years?

1526
04:24:03.050 –> 04:24:20.500
Jeanne DeWitt Grosser: Yeah, as a leader, I think, so a huge reason that I joined Vercel was I’ve always thought of myself as more like an inventor and an entrepreneur. I just get… I’m passionate about reinventing my function, rather than trying to reinvent a product.

1527
04:24:20.570 –> 04:24:41.689
Jeanne DeWitt Grosser: And I think the leaders who are gonna be most effective and the highest performers within those orgs, will develop that type of mentality. There are a set of things that have worked that got us here, that probably have a place in the world going forward, but many of the practices, and approaches are gonna need to be rethought.

1528
04:24:41.690 –> 04:25:06.650
Jeanne DeWitt Grosser: And so, actually, I came to Vercel, and arguably, like, a couple months before, it, like, you know, the AI, wave of Vercel really started taking off, because I believed this would be a company where I could go write the go-to-market playbook of the AI era. And so, I think one of the things, you know, I’ve personally been doing is, like, I created a go-to-market engineering

1529
04:25:06.650 –> 04:25:31.600
Jeanne DeWitt Grosser: I think a lot of folks are doing that these days, which is kind of my set of people that are helping me say, okay, over here, we’re gonna go first principles, figure out how go-to-market should be done, in this era, while I have this large sales force over here continuing to sprint at something that’s not totally broken, and then once I master, you know, what I think can be the next way of doing things, then, you know, we’ll start

1530
04:25:31.600 –> 04:25:36.489
Jeanne DeWitt Grosser: to roll it out over here. So it sort of helped us walk and chew gum at the same time.

1531
04:25:36.810 –> 04:25:43.640
Robin Daniels: This PTM engineer, I love this idea. What’s the mindset of the people that you’re hiring for that kind of org?

1532
04:25:43.820 –> 04:25:59.699
Jeanne DeWitt Grosser: Yeah, we’re… I mean, I’ll give you an example of one of the first things we built, which was a lead agent. So a lot of folks have heard in the market AI SDRs. We actually built our own in-house. It took one go-to-market engineer six weeks, and it cost us about $1,000.

1533
04:25:59.700 –> 04:26:10.000
Jeanne DeWitt Grosser: Annually to run the thing end-to-end. We used to have 10 SDRs on inbound contact sales, and we now have 1. And the one we have is an agent manager.

1534
04:26:10.000 –> 04:26:16.560
Jeanne DeWitt Grosser: And so the mentality is, like, a lot more data-oriented, so being very analytical.

1535
04:26:16.560 –> 04:26:19.089
Jeanne DeWitt Grosser: And a lot more process-oriented.

1536
04:26:19.090 –> 04:26:38.480
Jeanne DeWitt Grosser: So what we talk about is actually, when it comes to making things agentic, what you’re doing is context engineering. And what that really means is, can you make your best-in-class process legible, is what we call it. Which is effectively, like, can you document best in class?

1537
04:26:38.500 –> 04:26:54.010
Jeanne DeWitt Grosser: And if you can, an agent can do that better, as good of, as, if not better, than your best-in-class human. But you actually have to have a strong point of view on what best-in-class looks like, if you want things to be a bit more deterministic.

1538
04:26:54.010 –> 04:27:04.149
Jeanne DeWitt Grosser: So it sort of is a little bit more, in my view, slightly biased, of, like, a bit of, like, an MBA mindset to some of these things.

1539
04:27:04.790 –> 04:27:06.210
Jeanne DeWitt Grosser: Make a megentic.

1540
04:27:07.040 –> 04:27:16.089
Robin Daniels: Love this, this is a very actionable advice. We’re at time. Such a pleasure to talk to you, we can talk probably all day. Where can people find you or learn more about Vercel?

1541
04:27:16.260 –> 04:27:26.019
Jeanne DeWitt Grosser: Yeah, so, just Vercel.com, or v0.app, and, I’m just Jean at Vercel, if there’s anything anybody wants to talk about.

1542
04:27:26.760 –> 04:27:34.200
Robin Daniels: Awesome. And you can just find me also on LinkedIn if you have any follow-up or questions you want to ask. Happy to connect. Thank you so much, Dean. See you, everyone.

1543
04:27:34.200 –> 04:27:35.270
Jeanne DeWitt Grosser: Bye, Robin.

1544
04:27:35.270 –> 04:27:48.290
Julia Nimchinski: Thank you so much. Thank you, Jean and Robin, and we are transitioning to our next panel, CRO Roundtable, hosted by Matt Darrow, the CEO and co-founder of Vivint. Welcome to the show, Matt. How are you doing?