No Priors Live: Building Durable Software in the AI Age with MongoDB President & CEO CJ Desai

Since 2022, the future of software is in question. This is from the investor community, but also customers. It is a very pivotal moment on the software stack, and then you look at the software stack and you say, okay, what is the one thing that will always be there? How many companies today that are there that are more than 10 billion in just pure play software revenue? It's single digits. Why is that? The software industry has been around for a long time, created by many, many smart people like yourself.

Why is it only single-digit companies are more than 10 billion in revenue? Because

Platforms are rare.

platforms are rare, speed matters. When technology transitions happen, are you building as fast as you can, and then are you learning on the technology shift, whether it's the internet age or AI age or mobile, are you pivoting fast? It's just that you have to stay ahead of that game. If you fall behind that game, investors or customers will always ask you that question, what is the future of your company?

Welcome to the very first live recording of the No Priors podcast with host Sarah Guo and MongoDB president and CEO CJ Desai. Hey everyone, I am so happy to be here with you guys and my, uh, longtime friend C. J. I know you guys have had a great day of announcements and and learnings here at the conference, but I I'm really excited personally to have the opportunity to zoom out with C. J. to talk about, uh, the future of software, um, what's happening in s aas and and where the value is going to be.

These are important questions to me in my, you know, day job as a as a venture investor. Um, so C. J. You have worked at these platform enterprise software and infrastructure companies, uh, became CEO of MongoDB recently. I feel like the one question that we were just talking about that every investor asks you and then everybody in the technology ecosystem has the back of their mind is what is the value of software when you can generate a bunch of software?

And and so I'd love to just get your thoughts on this.

That's a very spicy question to start with. I like I'm making it. sure everybody's awake. Is Yeah, uh, first, thank you for doing no priors live for the first time. It's made in, and we have a really good crowd here, so, uh, it's always exciting. You know, when you think about technology transition software, whether you look at internet age or mainframe all the way till AI, you have to really think through what is the moat here, right?

Whichever applications you create, you know, s aas applications got created in the late Ninety's, right? Late Ninety's. I think Salesforce had their twenty-five years anniversary recently, and so s aas has been around for at least twenty-five years, uh, from a transition perspective. And now, with AI, the question is just in general, what is the future of software? What's the stack, and do you really have a moat as a company or not? There are folks, Sarah, who will say, Hey, my moat is I have a great customer relationship, or my channel is amazing, and that's my moat, as I disrupt myself within, um, but from my standpoint, speed matters, right?

Speed matters. So, when technology transitions happen, are you building as fast as you can, and then are you learning on the technology shift, whether it's the internet age or AI age or mobile? Back in, uh, early 2010, when Meta made the pivot towards, uh, mobile, are you pivoting fast? And if you pivot fast to leverage the technology, whatever the platform shifts are happening, I think it is fine. It's just that you have to stay ahead of that game.

If you fall behind that game, investors or customers will always ask you that question, what is the future of your company? And that is something you have to be on the leading edge. Not every bet will work, but from my standpoint, the just going on the extreme terminal value being zero for some of the software, they are overblown. Uh, and, you know, uh, we'll figure this out together.

part of your career, you were leading product at ServiceNow, it is a fran- it is one of the most durable enterprise software companies, or so everyone assumed until relatively recently. And now now this question's up for debate. Um, I I think for a lot of people within an engineering mindset who think about buying developer tools or using developer infrastructure, uh, the the word like customer stickiness or distribution as the moat feels very abstract. Can you just talk a little bit about, like, how important, you know, service now, as an example, is to its customers, and why?

Wh- what you think about that?

One of the things is platforms are sticky, products are not. So, no matter which software company you create today, in the world of, uh, in the age of AI, or you created in the past, products can be replaced. Uh, my hiring manager at ServiceNow, Frank Slootman, used to say, tools are for fools, as in, if you say this is a software tool, that's never a good sign. And that's why he used to say that tools are for fools.

Uh, so, one is products can be replaced because that's a fast, uh, software is a disruptive market. So you want to make sure that your platform that you are positioning to the customer, whether it's a builder here in San Francisco that is creating a brand new company for a use case, all the way to a very large company that is selling to, say, a large bank. Okay, so one is when you position yourself as a platform, maybe that increases your sales cycle versus selling.

Hey, you are using this, now you can use this, go ahead and replace it, right? So, platforms are sticky because it's a thoughtful decision from a customer's perspective. The second thing this is that

actually not the general advice of many people in the startup and VC community. So I wanna, I wanna talk about this a little bit, and then I wanna get to your second point. You know, a lot of people talk about having, like, a wedge, right? And for ServiceNow, you know, IT service desk would have been considered the wedge. Is that not the right? Is that, like, a wrong retelling of history here?

I mean, you need an initial use case, and that initial use case has to be a killer use case. Because if you go in front of a large bank or a healthcare company or a manufacturing company, say, you are building something here, uh, with this great audience we have, you can say, okay, this is a disruptive way to think of a legal use case or a finance use case or a help desk use case. That's great, that's your entry point, but then the entry that was easy for you to get in if it was disruptive, exit would be in a similar way, easy, uh, because they have not built things around you, right?

So that's that's the main part that, okay, today it will work for your, maybe zero to 100 million, uh, zero to ten, ten to hundred, whatever steps you wanna go in, but it gets harder and harder, Sarah, from hundred to billion, billion to 5 billion, and then 10 billion plus. I mean, how many companies today that are there that are more than 10 billion in software, 10 billion in just pure play software revenue? How many companies are there?

It's single digits. Okay, why is that? The software industry has been around for a long time, created by many, many smart people like yourself. Why is it only single-digit companies are more than 10 billion in revenue? Because

Platforms are rare.

platforms are rare, and platforms are rare. So one is your dream or aspiration as a software company, should that you become a platform? And once you're a platform, that means you have n equals at least two, your two plus products being used by your customers from whatever you're offering. They all work in unison with each other, so it's sticky, truly from a technology perspective. And then what I would argue further, all the integrations that your customer has to do with their existing systems.

Because remember, if you go to a large bank, bank has been around for some of them hundred plus years, you go to a large insurance company, they have been around for hundred plus years, if you go to a healthcare company, same thing. You look at Fortune ten, Fortune hundred, Fortune 500, that's where the TAM is, and if that's where the TAM is, and you go there, and if it is just a product, eventually you're gonna max out, and then you will have to, uh, add multiple things.

So, if you're a platform, you're sticky, products work with each other, and then those products work with all the systems you have. And I'll just make it very specific. Uh, speaking to a bank on behalf of MongoDB, they run their commercial banking applications on top of MongoDB. They have built a lot of other integrations, they have done all the security checks, governance, all of that stuff. And I said, Wow, gee, how many applications you have built on MongoDB?

They said, very critical, and that matter, I said, how many? And finally, the CTO tells me in London, 300. I said, Wow, okay, that's great, 300 applications built on MongoDB. I said, C. J. Don't worry, thank you for coming to London. We are not going anywhere. I said, Can I just ask you? What's the denominator? I understand the numerator is 300. He said, 9,000. I said, 9,000? That's a great opportunity for MongoDB.

Uh, so And he said, I'm nine,

not going anywhere.

yeah, I'm not going there. So that's when the more they use, the more sticky we get, and then we are in the fabric of their infrastructure.

So, so the other premise that, you know, some builders and buyers and and, uh, investors now have is those 9,000 applications, uh, with vibe coding being possible, or engineering and some code generation, uh, some set of those are just going to be, you know, made on demand, or, you know, in niche ways by every company. What's your take on this? And th- and that, and that's the way that this bank or whoever it is as a customer is gonna get exactly what they want, and they're not going to be horizontal, more standardized, or even vertical applications anymore.

Yeah, but if you are, you know, trying to sell, banks have huge budget for technology, right? So, okay, you used a vibe coding platform A, B, and C, you've created an app, great. So, your app velocity has increased. If you use MongoDB, it accelerated, just kidding, okay, but your app velocity is high, got it, but you still need that go-to-market channel. How are you going to approach the bank? And then what is your true disruptive way?

And then the bank will ask you, Hey, we talk to regulators a lot more than we speak to our customers and vendors. Stuff, Uh, yeah, will will this work? Will it pass our regulatory test? We need resiliency. Oh, what do you mean? You have just built in A W S? It doesn't work in G C P. I need multi-cloud resiliency. Oh, I really need for this banking application in on-prem, truly sandboxed, or, uh, better way to say it is in air-gapped network.

I mean, these are like enterprise class things that you need, where the TAM is right, and so that's what could hold you up. That is this truly an enterprise class application that you can go to a healthcare company or a public sector federal customer and do that? So, yes, vibe coding will allow you to create an app fast. You have a great use case, you have some disruption in mind, that's excellent. But then there is a lot of things that you need from a go-to-market perspective to be able to break in, pass all their checks, governance, security audits, and things like that.

you are, uh, and I wanna talk about the decision to join Mongo and and and lead it in a minute. But, um, having worked at these platform companies that are incumbents, ServiceNow and Cloudflare and such, um, what would you do if you were them or any other large enterprise software vendor today? What do you think is the the path to success five or ten years from now that the investor community does not understand?

Wow, what would I do? Even I was there so recently at Cloudflare. Um, I, I would say the TAM for these platforms still exist, and the TAM is still large, so that's a good thing. Because if you feel like your TAM is decreasing or all of a sudden not relevant anymore, uh, that's an issue. But whether it's MongoDB or anybody here who are working on their company, Sarah, I would say you really, really need to understand what is that moat you have, and you need to protect that moat, or maybe strengthen that moat even more using A I.

Whatever that moat is, okay, if the moat is truly, you are the platform, you already have integrated with fifty different systems in that large healthcare company, great. Why can't you now integrate with hundred more, uh, companies in there? Why can't you create additional products for additional use cases really fast using A I and continue to show, I wanna say, reacceleration of growth that A I is really helping us innovate more and sell more. Because if you can't, inno- if you say you're innovating more, but you're not selling more, then you have potentially issues, no matter who you are, any company.

I'm just, it's a generic comment, but can you innovate more? Can you disrupt within, and can you sell more? That's what if I'm an investor, and, you know, and we speak to investors all the time, that's what they are looking for. That, hey, would this will A I re-accelerate this company's growth? And unless you show re-acceleration, they are gonna say, okay, maybe I'm neutral, or in some extreme examples, I'm a bear.

When you were at ServiceNow, you got a lot of calls for different jobs, and at Cloudflare, you got a lot of calls from different jobs. I know because I I called you about several of them. There's actually been this big shift of dollars in the investor community. I'm really thinking about public markets, but also private markets, from business software to essentially A I infrastructure, right? Um, and the model layer, and maybe hyperscalers, and hyperscalers, yes, um, uh, the data and developer infrastructure layer has not been the focus of those that dollar movement, and, y- you know, you could have done any of these things.

Um, how did you think about what sectors would be long-term relevant? Or and it sounds like you're pretty committed to being platform, so be a platform.

yeah, it's absolutely true that I I had choices, and choices are always hard, or I could have Cloudflare is a great company, and I could have stayed at Cloudflare. Um, so, from my perspective, the first thing I look for is that is there a durable TAM, right? And I started my career out of college with Oracle Corporation and understood how they scale the database platform, truly created apps on top of it and bunch of other things during Oracle's organic growth days before they started buying, uh, various assets.

Learnt a lot on how did they really think about the database platform, then the middleware, then the application layer on top of it, and so on. So, one, with Cloudflare, having understanding of the database market, large TAM, uh, that's great, uh, and then MongoDB is also a large TAM. So that was the sequencing between Cloudflare and MongoDB. Uh, second, with MongoDB, when I truly talked to, I wanna say, many, many customers when I did my own diligence on MongoDB.

One of the surprises I had was mission-critical apps, whether it's a e-commerce app for a retailer, or whether it's a commercial banking app, or a healthcare app, or an insurance claims processing app. These are a very critical app, and database industry, Oracle will celebrate its fiftieth in year and a half. So it has been around for a long time, fifty years. MongoDB has been a truly disruptive force with being created in 2007, so it's been only eighteen-ish years.

So there is a large TAM that could be disrupted, and whether you believe database market has been around fifty years or sixty years, and MongoDB is truly the only disruptive force. And then the second thing I learned by speaking to some of the companies here in San Francisco area was that some of the digital natives, uh, around 2010, fifteen timeframe, and some of now the A I natives that I spoke to were building on top of MongoDB.

And I'm like, Wow, okay, uh, so there is something. And when the founders created the company, they didn't know that, hey, this, it was like almost accidental that it will be full of unstructured data, and you would want very high velocity, and you will need to be able to search on this, which is what AI application, AI applications, just the data is so messy, and MongoDB is perfect for that. So I said, Okay, cloud transition is going on, it's still going on.

When I speak to Fortune 500, I can tell you without hesitation, they are all still talking about. I need to move X percent of apps to G C P, A W S, Azure, some combination, Alibaba in Europe, whatever the case might be. So that's one, but second, A I transition has just started. So if cloud started with A W S, we are in the almost approaching twentieth year, and it's still going on. A I will still go on, and this is a layer you must have.

That's it. So TAM must-have layer, no risk of disruption,

uh, I think it's actually a really interesting observation that in this clearly core and durable and very, very large market, the number of, like, pervasive, disruptive technologies is very few over

correct?

many decades, right? And so there's more to do with that starting point.

the previous C E O, Dave, wonderful human being, told me that C. J. you know that there have many attempts have been made by many folks to create next version of database, and this and that, or next disruptive database. Nobody has passed billion, and definitely nobody has passed 2 billion, and MongoDB did that, so there's something special there.

When you, when you think about the like investor focus on the model layer versus the application layer, or in the anxiety, they're they're anxious about the the s aas applications, they're anxious about data infrastructure, because they're, you know, it feels like the way you build applications is still evolving very quickly, right? Um, and tell me if you disagree with any of these assumptions, uh, and then they're anxious about the A I native companies because they're worried that all of the value ends up in the models.

So I just feel like it's a very anxious investor environment overall.

that's the bare thesis, right?

That is the bare thesis, but I I think it is like the dominant thesis right now in. It is the dominant The investor. Yes, thesis. Okay, uh, well, you know, change my mind on any of the assumptions. What do you feel like more confident on, you know? Uh, uh, in terms of, um, ways in which applications will be valuable in the future.

just even speaking to since 2022, I think that's probably a very, uh, pivotal moment with the chat G P T in the fall. Since 2022, now we are three years plus in that journey. I can, I have never seen this because it's been pretty, uh, static for a while. The future of software is in question, it's definitely in question, and this is from the investor community, but also customers that are asking, Hey, should I use X or should I use Y?

and whatever, right? So definitely, it is a very, uh, pivotal moment on the software stack. And then you look at the software stack and you say, Okay, what is the one thing that will always be there? I mean, LLMs will be there, uh, for the software stack for foreseeable future, when you are truly building A I application that rely on that stack. And even you have seen a lot of innovations in, you look at X A I came from nowhere kind of, and how well they are doing overall.

But that stack will be there in the agentic software framework, so that's a constant. And the data layer has to be there because you need to store data somewhere, so the data layer has to be there. So that's the second one. Everything you know, uh, that is around that, that's going to evolve, and you better show true value on whether you use the platform analogy or whatever, whether it's the top layer of the stack, where you really understand use case for the insurance industry, and you are building an A I native company for the insurance industry.

Insurance industry has multitude of use cases. You say, okay, please move from old S Aas X to new Y, and this new Y, the speed to value is gonna be this fast, and we will always be ahead. And things that you thought were not possible with the old S Aas are now possible because of A I. So that use case focus on the top layer, besides the L L M and the data layer, uh, will still always be critical.

Mongo has startup and individual developer customers all the way to Fortune ten, almost all of them. Um, uh, what do you hear from the, you know, buyers and builders at the very largest companies, uh, in terms of their real perspective on, like, A I value and what they're excited about or skeptical about now?

yeah. So I would say I feel it's a total failure of a week if I don't speak to at least ten customers a week. That requires a lot of prep, a lot of follow-up, but it's usually at least ten, okay? And so I'm constantly getting these data points and trying to do pattern matching on what's going on. Um, the first thing I would say is that, um, when you think about Fortune 500, global 2,000, and the community there, some of them are here, uh, it is still still not moving very fast.

A lot of them tried with the office productivity type co-pilots, unclear how much value they got out of it. They're like, Okay, this really works with my Excel, or, you know, can I really do this thing? Or create a PowerPoint slide using natural language? Uh, the feedback is not great on the value they got. The feedback on coding assistance that kind of took off in 2024 in a meaningful way, very, very positive. 2024 and twenty-two started with GitHub co-pilot, then few others, all the way to Anthropic, uh, and so on.

So 2025 was a breakthrough year, from my perspective, on the coding assistance, and that's still going on. I get very positive feedback from customers. Hey, I'm using this particular coding assistant, not this one, and it has improved the innovation velocity, security, whatever I'm looking at, and so on. And then people are still tinkering around customer support, um, you know that, and on customer support, they are like, Okay, truly, if I'm a large, say, telco, or I'm a large healthcare company, can that fully be done on this A I native company that does customer?

SA- not there yet, right? They are going after initial use cases, and that's great in certain industries. And

You mean the end-to-end customer experience?

end-to-end customer experience, and the question that I get from these customers, they ask me my perspective on S Aas. Um, is that should I think about this A I native company and customer support as an end or an or? So, I have a system of record on one of the companies for customer support, and

We can say Salesforce, yeah, yeah,

Salesforce, and if I'm using, HubSpot, yeah, yeah, and I'm using, I have this disruptive company that came and said they can solve these problems, uh, do the support cases. Should I think about that as an end or an or? And I ask them the same questions, you know, we use these systems of record, s aas systems of record, and when somebody comes and says, I'm like, are you a layer on the top of system of record, or you can replace the whole?

So because you will have my attention as a leader, if you say I'm gonna replace it, it's gonna be cheaper, it's gonna be faster, it's gonna be better. And oh, by the way, I have disrupted pricing, and for the value you get, that's when you pay me the money. That's a conversation I'll have every single day.

that's a very surprising attitude, actually. I I mean, I I think it is risk-taking, and the value that you're asking for is much higher, but you're showing openness to, you know, a lot of pain, or, you know, uh, being willing to ignore a bunch of the sunk cost of the implementation of the systems you already have. Um, and having built systems of record yourself, you think that's feasible, that other people do that too.

I mean, absolutely, if you are, you know, uh, our C E O here is in the audience, Deepa, and when we have this conversation, she gets approached by A I native companies daily, multiple times a day. Uh, and, uh, when she comes and asks me, how do you think about that? Whether it's for go-to-market, sales, marketing, whatever the case might be, I said, this is how I think about it. That if this allows us to hire fewer people, makes our people more efficient, then we will use that budget.

And I want to be A I first organization on behalf of MongoDB to say we are transforming our business, not making just productive, productive is okay, but we are transforming our business using A I.

I I think that's really interesting because a lot of the, uh, conventional wisdom would be the system of record is so embedded that you're gonna come in with a wedge or a layer on top. Um, a and like, that is different from what you were describing, which is, I'm gonna sell platform, and I'm willing to buy a platform if the use case is good enough.

that's correct.

Um, but I actually think, you know, go coming full circle, that's a very interesting opportunity for, you know, MongoDB in particular. Because the like, one of the reasons you might actually replace these systems of record in this age is you want to keep much richer information about interactions or whatever else it is in your in your system of record. And, uh, it's messy, it's gotta sit something, right? It might not be Oracle anymore. Yeah,

Yeah, I was talking to a European retailer, uh, day before yesterday at N R F in New York, and they said they tried a bunch of systems of record for e r p, expensive, failed implementations, lots, lots of issues on supply chain, all the way to financials, and decided they are going to invest in just building it themselves, and they are building that on MongoDB. And th- I mean, that's a great use case, and I'm like, Okay, you had me at hello and, uh, uh, to do that.

But if these kind of organizations are going to transform within or disrupt within, I ask, uh, Deepa, our C E O, the same question that are there things that we can build ourselves to disrupt within on MongoDB? So that's the story and the compelling value we can articulate also to our customers.

uh, I wanna take the last, um, couple minutes that we have together to talk a little bit about like leadership, especially as a product person. Uh, I think if you, uh, you know, first and of course as a C E O, but first and foremost as an extraordinary product person. Um, I do think you talk a lot more about business strategy and have for the, you know, decade I've known you, um, than many product people. Like, when did you start thinking about that as a product and engineering person?

Because when you're, you're talking about defensibility, moats, like how people buy you, and I don't know, that's a that's a that's a lot of business orientation for somebody who's also, you know, thinking about the product itself.

I think it was, um, our C E O at the time was John Thompson at Symantec, and this was early 2,000 five-ish time frame, and I learned a lot from him, and specifically his bar on how you interact with customers, how you sell to them, how you serve them, how you show up in front of them was very, very high. And through my early career as a product person, I was director of product management, I still remember, uh, uh, made a huge impression on me.

And then,

And how was it higher than other people's, right? Because I think everybody would be like, Oh, I'm gonna be a high quality product director.

yeah, um, what he basically taught me, Sarah, was, Hey, when you speak to customers, not only you ask them how we can serve you better, but ask them, Hey, what other problems they are having, what pain points they are having? And you fly there, you meet them, you have coffee with them, whatever it is, truly understand, because it allows you to see around the corner. And you cannot be a great pro. One of the best advice he gave me, you cannot be a great products and engineering person unless you speak to customers all the time, okay, all the time, because that will allow you to not only do a pattern match, but see around the corner.

So even when we, uh, have a platform story, and I'll say, Hey, this is what, uh, this another retailer at N R F in New York on Monday or Sunday. I met him, and he's a C T O, reports to the C E O, and I said, Oh, so you use M MongoDB for your e com application? Uh, he said, Yep, we are very happy. E com is 20% of our revenue. I said, Great, uh, do you know that you are not using, uh, search?

Uh, you know, we also have vector search. He was like, Oh, I didn't know that, my does my team know that? And we are following up with him. But this kind of, like, having that customer intimacy makes you much better of a product person. I would say, a any product person who thinks as you build, they will come, that does not happen. And that gives you the orientation that how do they think about deploying your product?

How long will it take, uh, to deploy that product? How much value they expect? And these people, I never say that a large bank has bought, say, ServiceNow or Cloudflare. I will say it is Jeremy at this large bank who made a bet on Cloudflare, for example. So that has been for last many, many years. That has given me lot of on how do sales teams show up? How do we price the customers? Uh, if something bad happens, an outage happens or something, how do we show up, uh, during the crisis?

Those are the things that have really made me very, very grounded product person and understanding the go-to-market channel and the business strategy.

Some of the step-function jumps that, you know, uh, a lot of S Aas and infrastructure companies don't make are from a single product to multiple products, right? Or maybe it's because they were never platforms to begin with, but let's say, like, to multi-product. Um, and then also, you know, it's technology transitions, right? Like Mongo got Atlas to be great and dominant, but it was a question at some point. I don't know if it was, you're allowed to say that, right?

And, you know, many companies struggled through the cloud transition, will now have to address the the A I transition. Um, what do you think differentiates, like, a a product and engineering organization that does it versus fails?

yeah, you get comfortable. And I still remember we were early on service now on A I, and when I'll speak to our engineering team, they're like, Oh, this is just something that's out there, not sure. And I said, no, uh, not leaning in is not an option, not leaning in. This is a platform, whether it matures two years from now or four years from now, we have to do that. So I think it is a more of a change management thing, because if you are doing something really, really well, I mean, I'm gonna date myself.

You think about Nokia handsets, they were doing really, really well, and even if you think about BlackBerry, do you know that when actually iPhone launched, I think I wanna say three or five quarters after now, after the iPhone, BlackBerry was still selling a lot and was not being disrupted until it got really disrupted. So these transitions, you know, is a more of a change management thing, and that's when you achieve the step function to say like MongoDB did the Atlas transition or multicloud transition nicely, and they have to do the A I transition nicely.

Fortunately, lot of architectural advantages are there, but they still have to nail it and get that trust and permission from the customer, and that's when it happens. Otherwise, you are on the bare thesis that I'm not sure, and the only way you prove investors wrong on the bare thesis, because sometimes they don't get it right, is by re-accelerating and showing that, hey, now we are back.

We're running out of time here, but and and, uh, but I think this is such an interesting question of, uh, can the incumbents get A I right or not? Um, and one of the dynamics that I think is worrying people is one of the ways you sell as a very large incumbent is you bundle a bunch of products together. And then you call a piece of the product that may or may not be working for customers cloud, or you call it A I, and you do like, let's say, a bunch of like pricing hijinks to, that's pretty much like, make the number.

Um, and I I look at this, and I think it's so interesting because so many talented people work at any of these incumbents. A and so my observation would be, you absolutely need people who are committed to those transitions, a leader with, you know, innovation, uh, as their, like, um, north star. And you also need, like, some guardrails for intellectual honesty in the organization between what, like, what is working for the ten customers you talk to every week and the street, yeah, I right?

agree, and I the only thing I would say that's why even, uh, MongoDB published our, uh, Q three results. I got asked this question over and over again, is this because of A I? And I said, absolutely not. Yes, uh, this is, You're not allowed yeah, no,

to say that. I said, this is Yeah,

our core, and our core on C N B C, I said, it's our core. Yes, we have A I native companies building on MongoDB, we have hundreds of them, but that's not this. Once, then I give them X percent of this is how I think about A I native companies. Then they're the company can like, Oh, yeah,

optimize for that, right? yeah, and Yeah,

then you go into a different cycle. And I said, yes, you know, whenever they do something at scale, because let's look at it. Like, if you think about, however, you define success for A I native companies, whether it's 100 million A R R, billion A R R, pick one. There are like ten companies like that today, today, right? There are not that many companies, and if there are not that many successful companies, they won't have lot of data.

Some of them who have data, uh, do use MongoDB, right? So, from my standpoint, this will be an end, not an or that when A I wave really takes off, that will, of course, add, beca- but our core data platform and core business is still growing. That's the answer I gave because that was the truth.

thank you so much for doing this.

Yes, and thank you very much, I really appreciate

Thanks so much.

it, thank you.

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