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...brand, I should say, becomes stronger and stronger. So you want that name to to to stick in their mind to be distinctive be because distinctiveness is what creates that cumulative, advantage. The second thing is this notion of what I call, asymmetric
to help them sort of write a longer rationale for why this these names, if they're presenting three names to the president of their company or or the CMO, why these names make a lot of sense, and and to help them develop what we call prototypes. So w
...a brand and design question, which is at the beginning, you need to define a personality to who your organization is. And that personality is either something that people gravitate to or they're repelled by. And you and I have worked with a couple of
...have brands like Patagonia that have really, really specifically created a vibe, a feeling, political stance that says, these are the kind of people that are Patagonia people, and these are the kind of people that aren't. And we don't care if we upse
...brand intentionally. And in the vertical market, like Procore is, you have one chance to make a good impression with your brand. And if you make a bad impression, you're essentially doomed in that market. So we're very intentional about how we go to
...of different things that have nothing to do with the name of our firm. They were runner-up names, actually, to our firm, and we created sub brands so that it was a entity unto itself. One of the problems we've seen when company firms scale is that th
...in The United States is ubiquitous in construction. Everybody knows Procore. We are the market leader. But when we enter into a new market, like when we go into UK, Ireland, we go into The UAE or whatever, you have to remember, and as a founder, you
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