You see how companies are, switching direction really quickly if their strategy is not worked out. I, and I'm worried that transformation will be the same thing and with the economic, the macroeconomic, realities a lot of companies are going to retrench back and spend less on transformation. Or some of them would say, yeah, I'm, you know, what, what they should do is say, I'm gonna stick with the transformation. I'm gonna see what other priorities I have that I don't need to do.
Brad, do you have more on that? Just,
well, I, I would say, you know, just to emphasize the, I think we would call it the front to back or end to end, is, so important. I think Sigal's point about... you do have to break things up and figure out what you want to attack first. And are there things that can go in parallel? Are there, are there pieces where we could demonstrate that value early on so that you do provide some benefit and, and, justification for moving forward?
I, I think the definition of how we think about the platform in business terms, there's the technical piece, but in business terms of being and setting that expectation for, we're gonna run the development of the platform using the same product paradigm that we do with our external customer products, but their customer for the platform team is those product teams. like that is an important paradigm shift, I think, and creating this expectation of when we build a new product, we shouldn't have to change the platform, or at least the platform should be ready for it, is a huge unlock to velocity of change.
if you don't have the business mind or the senior leadership team starting with the CEO, drive for transformation, you can still do a lot within the four walls of the organizations that you're responsible for and maybe. Because sometimes all I hear is, our CEO is not bought in so let's not do anything. And then again, you just staying in place. You're not moving forward and you're becoming antiquated.
Well, and I feel like, my experience in the working with corporate strategy at Autodesk, so 37, 38 year old software company, 200 different software products. But they always sold big boxes and those big boxes, 10, 20, $30,000 a seat. And then some companies, if they're building buildings or if they're building vehicles they have to have a number of those boxes. But that would be kind of a sell it once it's a big capital cost and then, okay, we'll go back and visit it later because it was this kind of static thing. And when they had to go through that transition to effectively the cloud and to software as a service, what they realized was out of 200 products, they had 200 different ways of rendering things in the world. They had 200 different ways of storing files. They had 200 different ways of assigning materials and properties to things. So they realized that if they could actually say, wait, lets have a large object renderer, and let's have one team that's just their api, their, their platform is just, we're gonna render anything. We're gonna take any material in, we're gonna use it. It'll be used in Hollywood for the new Avatar movie, but it'll be used for rendering, vehicles or whole factories or systems, okay, wait. Now we can actually take all these separate people keeping all these separate things going in projects and actually get 'em all together into a team that just focuses on excellence at rendering or excellence at materiality and then they had to think, as Brad said, they had to think of who are their customers? So they had to actually go, listen, how do I make the best API, the Application Programming Interface? How do I build the things so that you have more flexibility? And it changed dramatically what happened, and they made that transition and their market cap, you know, went from something like 15 billion dollar market cap to 50 billion dollar market cap, over the course of that transition, they had to stick with it. And I think that this is part of that point that I think Brad, you made and also Sigal you made, is that when you're, when you're going to, hell keep going, you know, you've gotta have the confidence to do that.