Patrick Walravens: What do you think is the most likely way you end up losing?
Dustin Moskovitz: Well, the common advice is not to focus on the wall, which just got there. But the most common way to lose, I am worried about other macro surprises, and we’re definitely keeping an eye on the war on inflation, on the situation in China has made the thing that’s least absorbed into the global economy right now, and those will affect everybody. But I think if they slow us down, then that can have an asymmetric impact on us versus the rest of the field and might in Vantage certain players in certain ways, so we’ll see what happens. And that’s really the primary thing I think about. We have a lot of opportunities to capitalize on in terms of further widening our lead in terms of our product differentiation and making it clear to the market, and I’m not satisfied with how clear it is right now.
I think it’s very clear to our large customers because they’re living it and getting the value proposition and experiencing the increasing returns to scale, but we need to be able to replay that story for investors and for new customers and for analysts, and I think we’re getting better at it all the time, but there’s a long way to go there. And our competitors have a vested interest in trying to minimize best differences. And so that’s part of the game as well. But I feel confident in our ability to succeed in that way.
Operator: Thank you. Our next question comes from the line of Rob Oliver with Baird. Please go ahead.
Rob Oliver: Great. Thanks. Good afternoon guys. Thanks for squeezing me in here. Anne my question is for you, and I have a follow-up for Tim. You talked in your prepared remarks, Anne, about the elevation of the buying decision to the CEO, CIO level. And I know Dustin said there’s no change in the competitive landscape. But when you get up to that level, you’re in the turf of some big incumbent legacy companies that have solutions that are trying to compete with you guys very actively. So, how, if at all, does the strategy change? I mean, clearly, scalability is not an issue, product is not an issue, you guys have the best. But in an environment where maybe — we get into an environment where maybe the best doesn’t win. How does the strategy change when you’re competing against some of those larger incumbents?
Anne Raimondi: Yes. Thanks so much for that question, Rob. I think what we’ve been seeing is, certainly, in this environment, CIOs, CFOs are part of the decision-making process. for all sort of technology investment. To your question on how we think about it, if there’s incumbent technology, I think what our teams are still doing is really focusing deeply on understanding our customers’ most pressing business problems and how Asana can differentially solve those problems because in the end, that’s where they want to make the investment, there might be existing applications, but a lot of the execs also recognize that those are not being adopted even if they’re available. So, in the end, the adoption of the technology and then the ROI on that is what they’re focused on.
And there’s just in this environment, just greater scrutiny to double-check that investment and tie it to KPIs. And so that’s what a lot of our team is focused on is making sure we understand that upfront, making sure we align on the KPIs, and then most importantly, delivering on those as we deploy and move forward with them.
