People are sometimes surprised by our headcount relative to our customer base. Twelve thousand companies is a lot of finance teams to support with roughly 140 people. The honest answer is that we've made a series of deliberate, occasionally uncomfortable choices to keep it that way — because we think a smaller team, well-supported by the product itself, serves customers better than a large one compensating for a product that doesn't hold up on its own.
Support is a product problem first
When a support ticket comes in more than a handful of times about the same thing, we treat that as a product bug, not a training gap. Our support team has authority to escalate directly into engineering sprints — there's no queue that a repeated issue can get lost in. This is slower for any single ticket resolution, but it means the same issue rarely comes in a second time.
Everyone talks to customers
Engineers, designers, and even people in finance and legal spend time on live customer calls on a rotating basis. It's not a focus-group exercise — it's meant to keep the mental model of "who actually uses this feature and why" alive across the whole company, not just in whoever wrote the original spec.
"You cannot design good approval workflows if you've never had to sit through one you disagreed with."
Remote-first, on purpose
We've been distributed since the company's earliest days, with team members across North America and Europe. Quarterly offsites bring the whole company together in person, but day-to-day work is asynchronous by default — decisions get written down, not just discussed in a meeting some people missed.
This isn't presented as the only correct way to build a company. It's the shape that happened to fit the problem we were solving, and the people who wanted to solve it with us. If any of this sounds like a place you'd want to work, see our open roles, or read more about the company's history.