EILEEN O’MARA: Good morning and hello. We have been super excited to host this particular session at Sessions, and we know that there’s a lot of things changing in the world. Technology, obviously AI, globalization, and many other considerations, but some of the things that haven’t changed is really how you build a product, bring a product to market, figure out pricing and monetization strategies, and actually how you grow and scale a company. So I’m thrilled to have two masters in this art join me onstage. Can you give a warm welcome, please, to Dan Chandre, who is the SVP of commercial in Squarespace and the wonderful Kate Jensen, who is the head of revenue for Anthropic. Hello.

DAN CHANDRE: Hello, hello.

EILEEN O’MARA: Welcome, and thank you for joining. I’m so excited to have the two of you here. I’ve known you both for quite some time, and I must say you are like masters in how you do this. So excited to dig into some of the details on how you grow and scale a company. Dan, I’m going to start with you. I’m sure a lot of people know about Squarespace. Amazing leader in intuitive tools for website builders and more, I would say. But specifically, can you talk about product-led growth in your company? And within a PLG company, how do you champion the voice of the customer, and how do you think about that? 

DAN CHANDRE: Squarespace is absolutely the definition of product-led growth, for sure. It’s really been inspired by design. That has been the undercurrent of the company since its inception. But at the same time, that’s a balance with, we believe in a future where everybody can be an entrepreneur. So if that’s going to be true, we need to understand what entrepreneurs need and we need to make sure that we’re listening to the signals that we get from them and building products that accommodate their needs.

At the same time, there’s a strategy we have to have to how to commercialize that, and that’s really thinking about, who do we attract to the platform, how do we attract them, through what mechanisms, what channels? And then, how do we connect that to our product leadership to make sure that we’re listening to the right signals to build the right products? 

And as we’ve seen in the last, I don’t know, you could call it the last five years, but the last year especially, those needs of just the speed to which we need to be able to accommodate has accelerated so fast. So in our organization, it’s just very important that I’m very closely aligned, deriving a commercial strategy with our product strategy. And so, you have to be very intentional about that. We have to make sure we build the right pricing and packaging so that when these individuals find us, they say, “This is for me,” and they feel like it’s the right home for them. 

EILEEN O’MARA: That all makes sense to me. I think one of the interesting things about your business is obviously, creators are at the heart of your business, and listen, I think it’s not lost on anyone that there’s been an explosion of the creator economy. And you think about creators, it’s like they’re super creative. The last thing they want to be bothered about is monetization. How are you thinking about your strategy on pricing, and monetizing, and supporting them to be successful in the next five years?

DAN CHANDRE: We love the creator space. It’s always been part of our DNA and seeing the explosion in the creator space. And right now, it’s actually having some unique elements where content isn’t really conflicting with things like tariffs and things like that, so that creator growth is explosive. Creators always found Squarespace to be a good home for their—call it their front door, their billboard, their website. But what we’ve really determined is, our path is to offer them more than just a website. 

And that’s so as we go deeper with these creators having a strategy of building, pricing, and packaging that allows them to grow and scale with our business—we’ve done some things that are, I think, a little different in the way that we commercialize those features by allowing it to be—we heard a lot of talk yesterday about usage-based and allowing people to grow on the platform and charge them accordingly. 

That allows people to get started with a lower barrier to entry, and that’s really our philosophy, and that’s really the commercial strategy overlaying the product needs. We just want to continue to also be the single-use case for them, so that they come to Squarespace. They don’t have to add on three or four more products in order to create content, deliver courses, for example, and then for them to monetize them, and that’s where it dovetails really into our payment strategy as well. 

EILEEN O’MARA: That’s pretty amazing. And then, of course, recently, usage-based billing is pretty new when you think about the ability to serve content and monetize content in that way. 

DAN CHANDRE: It is. I love the lower barrier to entry. That’s my favorite part about it because when the creators have an idea, they start with an idea, they don’t know if it’s going to work. They believe it will. But to be able to prove that in the market without having to put in an exorbitant up-front cost, that to me is just the way that you are growing with them.

EILEEN O’MARA: Yeah, amazing. Kate, you’re in Anthropic. I could say, hands up if you have not used Claude in the audience? 

DAN CHANDRE: That’s good.

EILEEN O’MARA: Not used this? So everybody has used it.

DAN CHANDRE: That’s amazing. 

EILEEN O’MARA: So yeah, amazing. You are obviously on a wild ride with one of the most, I would say, informative, impressive companies of our time at the moment, which, of course, is a consumer and an enterprise company. Can you just tell us about your role and how you think about go-to-market as the head of revenue? 

KATE JENSEN: Well, first of all, I learned from the best. I was a long-time Stripe before I joined Anthropic. We’re running six businesses at once, and the whole world around us is changing all the time. So much of what we’re trying to do is just figure out, what businesses do we have? We have this wonderful consumer business, and then, yes, an enterprise business, which is where I spend most of my time, but also a pretty solid PLG motion. More of an SMB startup business and really thinking about, how do you make sure that you’re understanding your customers in each of those segments? Making sure that they have a great relationship and great first experience with Claude, and then also, what does it take? What does it mean to actually support these customers well as they grow and as they mature on their own AI journeys? 

EILEEN O’MARA: So have you spent a lot of time reviewing what is the right segmentation for you guys at the moment? Is that one of the things that keeps you up at night? Like who’s your buyer profile? 

KATE JENSEN: A hundred percent. I think especially in a new company—you’re laughing. I’m sure you spend a lot of time doing this, too. But just, whoa, OK, in a PLG motion where people do self-sign-up, it’s like, “Who are they? What are they doing?” The technology today, as you all know—it sounds like you’ve all tried Claude at least, and you’re probably using Claude or hopefully using Claude at work. Definitely using AI at work now. There are so many different ways to use AI in figuring out exactly not only who the customers are, but again, what they’re doing with the technology, is something that we’re just constantly trying to learn from. 

EILEEN O’MARA: And how do you stay—because I know you as a company, you as a leader—very focused on customer centricity? How do you ensure that with all of the opportunity that’s around you, that you stay focused on that customer need? 

KATE JENSEN: Talk to them. 

EILEEN O’MARA: Talk to them? 

KATE JENSEN: Talk to them. 

EILEEN O’MARA: It’s a novel idea. 

KATE JENSEN: Talk to them. Ask for feedback often. We actually use Claude ourselves. This is a whole exciting thing that we’ve really just started to do, but actually, if you record calls or you take customer emails and actually analyze, “What are they asking? What language are they using?” To your point about consumption-based pricing earlier, how many of you really understand what a token is? When you talk about token-based pricing, a token is such a funky way to set consumption pricing, and it turns out it’s really confusing for people. That kind of real-time feedback that we can react to quickly is really important. 

EILEEN O’MARA: Well, yeah, I’d love to spend a bit of time. It’s so interesting to me how you are using AI to grow your go-to-market—and the same to you, Dan. Can you give us some insights into how you’re adopting it in order to drive the revenue of the company? 

DAN CHANDRE: So I think we have to look at, for Squarespace, AI in a few different lanes is how I put it. One is ensuring that we’re using it to deliver the best website builder experience. And we’ve done that through the way that we help the design element of our website. So we’re really proud of being best in class at using AI to design a website. But it doesn’t stop there. We really also need to use AI to figure out how to attract the right customers into the top of our funnel. 

And then the thing that—we were talking about this a little bit before—I’m becoming obsessed with is ensuring that when somebody signs up for Squarespace, that they believe that we are their conduit to being found through AI and being successful with AI. They need to believe that Squarespace is the place that gives them the best opportunity to be found, be seen, and be indexed properly through AI. And that we also then use those tools to improve their success with their customers. So we need to thread this through our entire business. 

Then, if you take a step back, we also want to leverage what we can in the analytics of who is successful when they come through our funnel to then target those customers out of the marketplace. So it’s this really interwoven thread of different ways to apply it, and I was thinking about that when you were talking about talking to customers as well. How can we leverage AI to better communicate with our customers to generate feedback in near real time? 

EILEEN O’MARA: Yeah, yeah. I think what struck me this week here at Sessions even is, obviously, everybody that attends this conference and in this room has a really high aptitude on AI. But like Kate, I’m sure there’s plenty of businesses that you are seeing, or you think that this would really help them drive obviously their growth and sustainability of their companies. Can you give us a sense of that? Do you think it’s underappreciated out there in terms of a growth driver? 

KATE JENSEN: I wouldn’t say underappreciated, but I would say not well understood exactly what to do. This is what you were sort of referring to as well, but every company comes to us and says, “OK, where do I get started? I have X hundred employees, maybe X 10,000 employees. Everyone’s using this in some way, but how can we actually bring it all together and do something really meaningful with what we’re actually trying to do? How do we change our business? How do we change our products? How do we change our go-to-market?” How great would it be if everyone who built a Squarespace website got a really quick piece of feedback? Like, “Hey, everyone who did this, it actually didn’t end up working out so well for them.” 

DAN CHANDRE: I think one of the things that we need to understand—you talk about that lack of awareness. Even in a 600-person company, we’re dealing with a lot of 2-people companies as well. And there’s a fear element out there of, “I don’t know what I’m doing with AI, so I’m going to get left behind.” And so that’s where they need to trust us to know that we’re doing that for them. You’re right, there’s a high aptitude for AI in a room like this, not necessarily amongst the creative community. It’s trying to normalize the understanding of what AI can do for them and be the trusted partner to do it for them. 

KATE JENSEN: There are small things. I think most people in go-to-market today are using, hopefully, Claude to check their emails to make sure that the tone is right, make sure they’re actually answering customers’ questions, etc. Then there’s the big mega questions. “How do I rethink the entire flow for our SDRs?” There’s also a lot in the middle. “How do I just go through and make sure that everybody’s actually updating Salesforce based on all the phone calls that were on the calendar last year?”

EILEEN O’MARA: Have you figured out how to do that? 

KATE JENSEN: No, I’m working on it. Any revenue leader in the room knows. 

DAN CHANDRE: Let me know when you do. That would be great to know.

KATE JENSEN: Just update the CRM. It’s important. There are all sorts of things that feel small, but actually are pretty meaningful when you think about running an organization and managing it effectively. We spend a lot of time trying to brainstorm how we can be better at it ourselves. 

EILEEN O’MARA: Yeah, yeah. It’s kind of interesting. There’s a lot of things that are still not solved obviously in terms of efficiency on delivering an outstanding experience to customers and users. Speaking of which, I’m sure there’s a mixed group of people in the room. Some who are very focused on self-serve, product-led growth. Some obviously focused on product-led, but in-person engagement. Some of the challenges we often hear is around there’s a tension between customer acquisition, and long-term growth, and monetization of a company. I’d love to hear both of your perspectives on that, and how do you think of that in the immediate term and the midterm? 

DAN CHANDRE: I was smiling a little because we are right in the middle of, I think, at Squarespace, a shift. As a predominantly DIY company, the focus has always been on acquisition. It’s this transfer from everything we can do to acquire the right customer, whatever that means. And then it transitions directly into conversion through product. What had been missing at Squarespace was we can attract a ton of customers to come in who need whatever products that we’re selling, but how are we delivering to them the right pricing, packaging, and monetization strategy that for them drives their growth, but is also the right fit for Squarespace?

There is a tension a little bit between that acquisition being the ultimate target versus what is the revenue output at the end of the day. What I’d like to say to our acquisition teams is that not all subs are created equal. You can get a whole lot of subs, but if they’re not quality subscriptions, if they have a higher propensity to churn, if they’re only going to stick with your lowest plan, the value of that sub is not the same as somebody who can grow their business with you and really be successful. We are in the middle of that shift. I think we’re doing OK, but there’s a lot of work to do to make sure that we understand the monetization levers that exist within driving subscriptions. 

EILEEN O’MARA: Within your journey, have you created new models then—

DAN CHANDRE: We have.

EILEEN O’MARA: —that you rank and segment these users in terms of the lifetime value of them? 

DAN CHANDRE: We have. That’s the beauty of the ability to just calculate data so quickly now, which is looking for success signals, and tracing it all the way back to acquisition channels. And really targeting differently, but then also changing the pricing and packaging that we offer, that allows, like I was saying before, the ability to start, and grow, and be successful. Just making sure that we’re listening to the signals from our customers of what they feel is logical for us to monetize in a certain way, and what’s better for us to feature gate in a certain way. It’s a really tricky juxtaposition between feature gating, usage-based billing, and package creation. 

EILEEN O’MARA: Interesting. Kate, obviously your model—you serve all types and sizes of companies. Can you just share, is there a tension? What happens then when you graduate from PLG type of user and there’s no one there to hold your hand for your next level of growth within that company? Not the case, obviously, with you guys, but how do you think about that transition between segments, if you will, as well? 

KATE JENSEN: I love that you said segments because it’s all about segmentation. The startups that we’re talking to, most startups are AI native startups. The whole point of the company is to build something on top of an LLM or maybe build their own LLM. The ones we talk to, it’s the former. They don’t have a lot of hand-holding at the beginning. If I picked up the phone and said, “Hi, can I tell you a little bit about what other companies are doing with AI?” they would laugh in my face and hang up.

EILEEN O’MARA: So they don’t want to talk to you really. Is that fair?

KATE JENSEN: They want to talk to us about rate limits, and they want to talk to us about, actually, tips and tricks of what other companies have done well, but not necessarily about the technology itself or how to prompt Claude effectively. That’s completely different when you’re talking to a massive enterprise or even a digital native company. You think about Databricks or Snowflake building their AI products, and they’re building them on Claude. They want to know a lot more about go-to-market. 

We spend a lot of time talking about go-to-market for AI with those types of companies than we do about necessarily how to prompt Claude really well. And then you go to the really big enterprises. You think about insurance companies like AIG—that’s all about, what is the actual underwriting process today. How do your employees feel about this new technology, and how can we make sure that we’re not only helping you build things that could be useful, but making sure you’re communicating and doing change management internally, so it doesn’t get organ rejected the second you deploy something? And so it’s really different conversations and that’s why that segmentation is so important. 

EILEEN O’MARA: So important. And, of course, you’ve just introduced this power tier. I mean, it’s kind of interesting to me because your enterprise users in their personal life, they’re probably using you. And then some of them will have come through a journey from being a small company to a mega company. How have you organized yourselves? Can you share for other folks as I think about segmentation, what’s the golden rules of doing this well? 

KATE JENSEN: If anyone has golden rules, I’m all ears. 

DAN CHANDRE: I can’t wait for the answer. Can’t wait. 

KATE JENSEN: We’re learning as we go. The way we’ve segmented ourselves is we have a consumer team. We did just launch Claude Max because we got so much feedback that rate limits were very, very frustrating. People wanted to be able to use more Claude for really hyperproductive use cases at home. We have our startups team and our SMB team. And then we have split out the enterprise world into three parts. We have digital native companies. These are companies—basically, big software companies that have massive user bases, but the products themselves weren’t AI native, and they’re trying to become AI native. More traditional enterprises where the big use cases here are going to be all about process transformation like underwriting—for example, with insurance. Then the third is public sector. There’s huge opportunity in public sector. I think all of our lives could be a lot better with AI hopefully in the next couple of years.

EILEEN O’MARA: You heard it here first. 

DAN CHANDRE: That’s a much better segmentation answer than I can give. 

EILEEN O’MARA: Well, tell us, Dan, what is your segmentation strategy? 

DAN CHANDRE: This is a maturation of Squarespace over time, which is historically, and like I said before, for the first 20 years of this company, it’s a DIY company. Our entire strategy has been to make getting up and running without the assistance of somebody as easy as possible. As beautiful as possible. We’ve come to the realization, and the market has told us that at some point, that limits who can you approach—because larger, successful businesses aren’t going to do this themselves—so we have to pivot a little bit. What we don’t want to do is do that at the cost of what’s been really successful. So we have to maintain our DIY, [PLG], all of that funnel and segment the business in a certain way for them, and then create a new segment, which is, how do we leverage third-party agencies and other folks to help us do what I would call sales-assisted representation? 

That’s somewhat of a new muscle, so that was new to me coming to Squarespace to not have that as a defined muscle in the organization. I’m more used to, I’d say, company-size segmentation methodology, but it’s an opportunity for Squarespace to create a new lane. 

EILEEN O’MARA: Yeah. And I think sometimes that gets missed. Companies grow up on you, and then they’re like, “Oh, now, it’s a big company. I have to go find a bigger company to serve me,” which obviously, is not a good strategy in terms of retention. So when you think about retention then of your user base—and maybe Kate—I think it’s always interesting for people to share like, “Oh, well, what metrics do you use for retention?” What dashboards are you guys looking at that, if anybody here was curious on how they should build a company, what’s important to you in that category? 

DAN CHANDRE: For us, retention is 100% based on signals and data. And so we can just look at—we’ve had 20 years of attrition. We can look at what drives people off the platform and make sure that we’re not only “closing those gaps,” but looking for the signals of when does client behavior change. That could be the amount of users on the platform. That could be the number of users on the platform. And we have to look at those signals, and we have to look at them regularly, and be honest about what is our attrition floor; how far we can get. But it has to be data driven. And so finding those signals—and then the thing that we’ve gotten really good at, in my opinion, is talking to those customers as fervently as we would as the ones that are still on our platform. 

EILEEN O’MARA: And are your signals so good that you see a behavior or signal, and then you can enforce an intervention with that user to prevent churn? 

DAN CHANDRE: Ideally—it doesn’t always work. But what we do is, we do think we have a reasonably solid predictive model where we look at the predictive signals and say, “This is a point of intervention that we need to take.” Sometimes that predictive intention is too late, but we have really done, I think, a pretty remarkable job of identifying the right set of signals for predictive churn analysis. 

EILEEN O’MARA: That’s great. OK. You sound like you are doing this at a very data level. 

DAN CHANDRE: We can always do better. It’s all about what signals, and this has to do with how you also build the product to make sure that you can acquire those signals properly, and ingest them, and then act on them. 

EILEEN O’MARA: What’s a good retention metric for you? It’s like 100%? 

DAN CHANDRE: Well, if we’re talking about user retention versus net dollar retention, user retention is not 100%. Just in the very low-cost environment that we operate in, plenty of people build a website for their wedding, for example. That’s not going to stick around forever. We encourage them to, for posterity’s sake, but it doesn’t always happen. But I think if we can always strive to somewhere below 1% churn per month, that’s a really high target for us, but I think that net dollar retention should always be positive. 

EILEEN O’MARA: Yeah, great. Yeah, I think this is an area maybe when you’re starting or building a company you sometimes don’t figure it out until a little bit later because it’s all about CAC, and cost of acquisition, and acquiring. How have you evolved that in Anthropic with the revenue team, Kate? 

KATE JENSEN: I love that you called it out that it’s not always top of mind right at the beginning. It sounds like you have a far more mature process for this than we do. We’ve really only commercialized two years ago. 

EILEEN O’MARA: Nobody churns. 

KATE JENSEN: Nobody churns. Only grow. We’re actually running, like I said earlier, a bunch of different businesses, so the metrics I look at, of course, are revenue retention and net customer retention. But then also, are you upgrading to the new models? If you all haven’t noticed, we ship new stuff every month, it feels like. Our competitors do, too. So what is the upgrade path? We also have a first-party product, but we also host with Amazon and with Google on Bedrock and Vertex, respectively. 

If you’re a company based in London, maybe for early use cases, you can just use an API and not caring where the data is stored, but as soon as you have core to your business use cases and you care about local data retention, all of a sudden, you’re probably going to switch to a different version of our API that allows for that local data hosting. We’re looking at where customers are actually making API calls and what that might mean for the maturity of the business we have with them. 

EILEEN O’MARA: Very data driven though, again.

KATE JENSEN: We try to be, as much as possible. 

EILEEN O’MARA: Yeah, that’s great. I’ll switch gears a little bit, if that’s OK, and talk about international expansion. Both of you are global players. We shared some stats here at Sessions that the AI companies are reaching 100 countries faster than any other SaaS-based company or cohort in the history of time. I’m kind of curious if you can share, is it global first as your strategy, Kate? And then, how have you guys thought about it as you’ve evolved the company? 

KATE JENSEN: We’re evolving to be global first. I would say at the beginning, we were a local, small company in San Francisco, very SF focused. Most of our founding team is actually from San Francisco, which I think is kind of fun. But very quickly our revenue is global, and the way we’re working on it is to try to build teams everywhere, but the reality is most of us just live on planes trying to meet customers where they are. And so, it’s—the number one thing I think about every day is, how do we build teams in the right places, so that we don’t have people in San Francisco living on planes anymore? 

EILEEN O’MARA: How do you make those decisions? Are you using a particular framework, or how do you think about the design model behind your expansion? 

KATE JENSEN: It’s that similar “How do you think about the segmentation?” In Korea, for example, there are a lot of enterprise companies that are consumer-based. You talk to them very, very differently than in Japan, for example, which is much more traditional enterprise. The types of people you need to hire there are going to be really different. And so trying to think about your segments in the different countries, the different locations you’re talking about, it’s a fun puzzle, and it’s one that actually Claude is quite helpful at figuring out.

EILEEN O’MARA: And it’s hard. I know when I’m asked, people say, “Hey, when or how do you make that decision?” It’s expensive. It is expensive to put teams outside of, obviously, your HQ, if you will, and to stand up teams in London, or Paris, or wherever that might be—Berlin or Sydney. I’m kind of curious, and Dan, maybe you can share a point of view on that. How have you thought that through in Squarespace? 

DAN CHANDRE: I’d love to be able to sit up here and claim that we’re global first by design. We were not originally, and so this is another kind of maturation. I think we’re getting a lot better at it. I really do. One of the things—one of the changes we made as opposed to opening offices everywhere we go, is to focus heavily on localization of our product. When you think about Squarespace as a website builder, we did some international expansion wrong. A great example for us was when we went big in Australia and New Zealand. We used all the same imagery and language. Relatively, we did some localization of language that we used in the US and the images fell flat. They didn’t resonate. And so we took that signal, kind of accepted the loss, and then decided that if we’re not going to open offices everywhere we go, we need to hire local. We need to hire local. We need to have people who know the local market driving our localization strategy, and that has been a great change for us. 

When we went into Japan aggressively just this year, it was an 18-month lead up. I know that sounds extremely long, but it was making sure that we nailed all of the localization needs for Japan, so that when native Japanese folks went to our home page in that location, it was genuine and it felt right. It’s such an important step to me. And so we did have feet on the ground in those markets to understand it. I think that translates also to understanding our payment methodology in those places. 

EILEEN O’MARA: I was going to ask. Yeah, how important is it that you can take local currency or local payment methods? 

DAN CHANDRE: Otherwise, you’re not a competent commerce solution in that market. If when consumers go to pay, they can’t pay how they want to, it just doesn’t work. And so, the expansion of Squarespace Payments has been a good unlock for us as we’re in the midst of a lot of our international expansion, and it makes us be a more complete solution in those local markets. 

KATE JENSEN: This is one example, too, of where AI is actually helping us to go to market. If you had asked Claude like, “Hey, how’s this website for Australia?” Actually, the feedback is great. And so, even just those little moments of stopping and being like, “Should I just double-check this? Does this feel right culturally?” 

DAN CHANDRE: Where were you 18 months ago? It would have been great. 

KATE JENSEN: Exactly. Now you can use us.

DAN CHANDRE: Next time. We’ll use you for the next market. We’ll give it a shot.

KATE JENSEN: But for anyone thinking about going to a new place just actually do [unintelligible]. 

[Crosstalk]

EILEEN O’MARA: Is that what you’re doing, Kate, is you make the investment decisions? So you’re asking Claude for—

KATE JENSEN: Of course.

EILEEN O’MARA: —guidance on? 

KATE JENSEN: Of course. Yeah. And I think nothing will beat hiring locally and people who can really tell you what it’s like, and then go actually execute on the ground. But that first run-through, that first step, it’s amazing what things get caught in terms of, “Oh, this word was translated in a way that just isn’t going to resonate.” 

DAN CHANDRE: And to that point, we are leveraging AI to say, “How can we create local content, but also vertical content,” exponentially faster than we could in the past, to say to the plumber in Australia that they could build their website here. It’s incredible the leaps and bounds that we’ve made to be able to do that. 

EILEEN O’MARA: I didn’t realize we are nearly out of time, so I only have one question left. Well, I’ve loads more questions, I’d say, but I’ve only time for one, so I’m going to maybe end on this one, which is around, how do you build a culture in service of sustainable growth, profitable growth, from a revenue perspective of both of your perspectives on that? 

KATE JENSEN: Anthropic is an incredibly mission-oriented company. Our mission is to help companies transition through this massive change in AI, and we hire people first and foremost who really live that mission every day. The way it manifests itself, and how do you actually make sure you’re living that mission is, do you work really well together? You mentioned earlier how important it is for go-to-market and product to be in lockstep with one another. As we’re building out these teams—even things as simple as team quotas—it’s the early days of Stripe again, actually. Making sure that people are actually helping each other and learning as we go as much as we can. It’s so important. 

DAN CHANDRE: Yeah, I couldn’t agree more. I think Squarespace has built its organization on being both mission-oriented and culture-oriented. If everybody at the company doesn’t believe that, in a future where everybody can be an entrepreneur, they don’t belong at Squarespace. It’s really that simple. But what’s implied in that, is that we are driving to make those entrepreneurs successful. And so if we do that, we believe that sticking to that mission with the right culture, the revenue outcome can be optimized. It can be tweaked, but it’s going to be organic, and we’re going to be successful on the backs of our customers being successful. That’s the way we want to build the company. 

EILEEN O’MARA: I love that. So mission, value-based, customer-centric missions make all the difference. I hope you enjoyed that. Some amazing nuggets and insights of wisdom. Thank you both so much. You’re both doing incredible jobs, and you’re great role models for so many other companies, particularly on the revenue organization. So super grateful for you spending some time and being such a trusted partner of Stripe’s. Thank you. 

DAN CHANDRE: Thank you, Eileen.

KATE JENSEN: Thank you.