Omer (00:11.840)
Welcome to another episode of the SaaS Podcast.
I'm your host, Omer Khan, and this is the show where I interview proven founders and industry experts who share their stories, strategies and insights to help you build, launch and grow your SaaS business.
Today's episode is part two of the interview with Scott Klein of Status page.
And in this episode we're going to talk about the pressure that the co founders felt going through Y Combinator and some of the pressures that, the unnecessary pressures that Scott felt he put on himself and how he wishes it had been more of a fun time.
And there are some really important lessons there.
There was also a powerful lesson we talked about in challenging your assumptions when a super simple idea that an advisor gave them turned out to be an incredibly powerful way to build viral growth.
And the team had just assumed that this was something that was never going to work.
We also talk about why you should stop paying attention to what others are achieving and focus more of your time and energy on solving the right problems for your customers.
And we'll talk about how it's so easy as an entrepreneur to feel stressed all the time and why it's important to find balance in your life so you can enjoy the journey and not just focus endlessly on just about getting to the destination.
We also talk a little bit about the difference between good quality content and great content.
And there's a great example of a site outside of the tech industry that does an amazing job of this and we'll talk a little bit about that in the interview as well.
So I hope you enjoy this.
And with that, let's bring back Scott.
So thinking about those early days, is there one big mistake that you look back at and just say, gosh, that, you know, if I could go back, that's.
And change that one thing, it would have made our life a lot more easier.
Scott Klein (02:10.140)
Nothing around the product, I think it was more so around my, how I sort of approached the company in terms of my emotions and like my personal life balance.
You know, one of the better things about being in YC is that you're, you're surrounded by like literally everybody in the room there is smarter than you on average and at least way smarter than you in one or two things.
And it's just you feel at a lot of it.
You feel, you feel like you're at a deficit in a sense being around that many smart people.
And on any given week, you know, there were, there were 50, I think seven companies in our batch on any given week.
One or two of them is Just blowing it out of the water.
Right.
And so you consistently are like, gosh, it seems like everybody's doing really well.
Why aren't we doing this well?
And so for me, I think that it was less around the product development because I feel like we knew what we needed to build in those early days, and we had great relationships with our customers.
The co founders had a great relationship, we had a great working style.
Steve and I were working on product, and Danny was doing a lot of the sales and support type of stuff.
But I think that it could have been a more fun period and a more memorable period if it wasn't so stressed out as a function of me putting a bunch of pressure on myself.
So I think that there isn't a ton of mistakes that we made on the product in the early days.
There's one notable that I think was absolutely hilarious.
So Y Combinator is built mostly around office hours, which is to say they tell you, go home, work on your product, don't come into the office unless you have something specific you want to talk about.
But they do try to get you sort of on a weekly cadence just to, like, drill into you, what are growth numbers?
Like, what's working, what's not working, how are you responding?
What's growth going to be out by next week?
Right.
Just to get you on a good cadence.
Anyway, the first office hours we had was with Kevin Hale.
He's one of the founders of wufoo.
And he said, why don't you put a little poweredbystatuspage IO thing at the bottom of the status pages?
And we were like, that's like disrespectful.
Like, why would we do that?
The people are paying us money for this.
We can't do this.
And he said, well, why don't you just try it?
I mean, worst case is you screw it up and you just revert it and you say, sorry, it's not that big of a deal.
And that would have been, absent that sort of piece of advice.
I think a glaring mistake that we never would have caught until much later, but we put it on.
And I think that there I can count on maybe two hands, the number of people that have really wanted to remove it, and everybody else, it's just sort of baked into our business model at this point.
And so we have now, I think, over 1,500 paying customers that are just walking billboards for our product.
Because when you go to a status page and at the bottom it says poweredbystatuspage IO, you're like, Holy cow.
This would be a great product to have.
We should have one of these.
And guess who we're gonna use?
The person that we got referred to by another one of the vendors that we use.
Right.
So that was maybe one of the mistakes that we would have made that we sort of avoided narrowly by some sage advice from somebody who had seen hundreds of companies before us.
And so that was easy to take because, you know, somebody like Kevin's been a partner at YC forever and he's seen a lot of stuff.
And so, you know, when you.
When you get somebody who has seen many, many, many companies, you at least are willing to try what they tell you to do.
And if it doesn't work out for your case for whatever reason, then you can roll back on it.
Omer (05:48.010)
So do you let customers remove that if they pay, buy into a certain tier or something, or is it just there for everybody?
Scott Klein (05:55.980)
Yeah, you know, what we tell customers is like, it's, you know, if you want to, if you're at the enterprise tier, we'd be happy to talk about removing it.
But I think it's very much part of, you know, our pricing is set up based on the fact that we know that every customer we get is going to recommend or going to refer to us another 0.3 customers.
Right.
So 30 to 40% of the new customers that we get came in through somebody else's status page.
And so we build our pricing structure around that, ostensibly.
And so it's tasteful, it's not out in the open.
We're definitely not messaging our customers, customers.
But it's just something for us that helps us out just to sort of grow the business and the platform that we have.
And so it's just.
It's never been.
It's not really been an issue, like way, way, way less than we had thought it was going to be.
I mean, we thought we were just going to get harangued to no ends about it.
Omer (06:49.800)
It's funny, isn't it, how we tend to make assumptions and don't kind of go down a certain path because of the reaction that we think we're going to get from people.
Scott Klein (07:03.000)
Yeah, exactly.
Omer (07:04.240)
And it takes somebody who's kind of got, you know, maybe more experience or that outside view just to kind of say, well, why not just try it?
And I think this.
Wouldn't it be great if we could kind of be that person to ourself more regularly in terms of just, just try it.
Let's just see what happens.
Scott Klein (07:18.930)
Yeah.
It's so hard.
So I call these empathy gaps.
And I think that in this case, it's very easy, right?
I mean, I think humans have sort of three brains that we operate out of.
We've got the lizard brain that's concerned with our food and water and air intake, right?
There's the mammal brain and then the human brain.
And the human brain, the one that we're operating out of most of the day, doesn't really care.
But when you're presented with something like, should we put our branding on everybody's status page?
Like, the lizard brain starts to scream really loud like you're going to kill the company if you do this, you know, and it's.
It's oftentimes very hard to ignore that and to sort of get yourself into a better place of empathy and at least realizing, like, hey, if we do this and we make a mistake, it's not the end of the world.
Right?
And so, you know, I think that when I think about my job as the founder and especially as a CEO, it's sort of, sort of using your neocortex in a sense, to sort of predict how the future is going to go and what your emotional state is going to be like.
It's very difficult.
But I think the better founders are great at.
Helps you not to miss things like what we may have missed in this particular case.
Omer (08:34.950)
I want to go back and talk a little bit about what you said to me a little earlier about you putting yourself under unnecessary stress in the early days and not that period not being as much fun or memorable as you would have maybe liked.
Where was that stress coming from?
Was that from just seeing what everybody else in YC was doing and that was kind of creating that pressure for you, or was it something else?
Scott Klein (09:08.160)
Yeah, I think so.
So some of it's like, some of it's very overt.
You know, there was.
We got a, like, one of the YC partners, like, on demo day, you know, after demo day's over, one of the YC partners comes up and says, you know, guys, like, I just want to let you know people are closing hundreds of thousands of dollars in checks in this room right now.
And that's such a weird comment, right?
Because this person is sort of who doesn't know anything about what we're doing, pretty much is now giving us sort of unsolicited advice around, like, what we want to do with the company or what we should want to do with the company.
Right.
And, and, and, and also then puts you at a deficit of, like, if you're not also closing hundreds of thousands of dollars in checks today.
You must be doing something wrong, so you better fix that.
Right.
So there was some overt pressure like that that I think was just very weird because when you're a nascent company, you sort of are, you're dealing with like questions of what is this business going to be?
And then you're also sort of dealing with questions of like, what is my life going to be like if we decide to go humongous with the company?
You know.
And so it was just in a very like, vulnerable time.
It was very weird to get advice like that.
But then it's also social pressure.
Right.
Like I said, you've got, on any given week somebody's in the news or launched some big feature and is getting a lot of coverage or a lot of revenue from it.
Right.
And so, you know, it's, it's, there's sort of this, you're going to be the average of your five closest friends sort of thing.
You now have 55 friends that are all doing incredibly well and sort of just grappling with that.
It's tough to just focus on what you're doing and just be principled in your behavior and just be decisive in sort of the life that you want to live.
And so I think for me at least, that's sort of like my own existential struggle that I'm going to have for as long as I'm walking around on Earth, I'm assuming.
And so I can't, I should say too, I definitely don't speak for Steve and Danny.
They may have absolutely enjoyed YC and YC was very enjoyable for me for sure.
It just, it was, it was many late nights, a lot of coffee, not enough exercise and not enough just like walking around in the trees to hang out and be with nature for a little while.
Omer (11:37.600)
Yeah.
Now actually, it's funny you say that because that's something that I kind of do more of myself as well, is that when, when I left the, the sort of the comfort of a, you know, a very comfortable six figure job and kind of had to go and figure out how I was going to build a business myself, you kind of feel like you need to be working all the time and if you're not, you know, you're, you're not, you're not working hard enough.
And then you see, every time you see somebody else doing something really well, you kind of look at like, oh my God, there must be something wrong with me.
Yeah, you know, I'm not doing that well.
Or it's taking me longer to, to get there or.
And you kind of start to realize one that I went through exactly the same thing as you mentioned, where I kind of sort of decided, whatever happens, I want to look back at this time and I want it to be a happy time in my life.
And so, you know, and these days I spend a lot more time sort of thinking about exactly what you said.
Getting out and connecting with nature and meditating and all these kinds of things that, spending time with the family.
And then it's almost like I find that when I make more time for those things, the things on the business seem to kind of become a little bit easier in some kind of weird way.
And then the other thing that I sort of realized, and there was this great article that, this post that Andrew Wilkinson wrote, I'll include that in the show notes, where he's, he's the founder of Flow and Metalab, the guys who designed Slack.
And, and he had this really interesting thing where he was saying, look, it's kind of getting silly to the point now where we're saying, you know, Instagram sold for a billion dollars and it wasn't really that great compared to what they could have made.
Right, Right.
And so, you know, where does it end?
Scott Klein (13:42.620)
Right?
Yeah, yeah, yeah.
You can quickly, you know, I mean, look at Uber, right?
Like, you know, I'll tell you something that's even harder to grapple with, right?
So what's the big, like the cool talk right now is around power laws.
Like if you read anything by Peter Thiel or Paul Graham, like, they'll talk about power laws, which is basically saying the number one returning company for YC in terms of ROI is probably going to be larger than every single one after that.
And as a human, that's amazingly difficult to grapple with because when you walk around every day, everybody has, we're all roughly within, we'll say 5ft and 7ft tall.
We all have two arms, two legs.
The variance between humans and even trees is sort of not that large.
Right.
But when you get something that's that disparate, it's really tough to grapple with.
And so you can immediately look at yourself.
I mean, if, you know, if Status page sells tomorrow for $50 million, that that's going to be life changing for everybody that's here.
And why See, it's going to be noise on their checkbook, right?
And so it's very tough to grapple with.
You know, I mean, they've got, they have Dropbox and airbnb and Stripe.
And I think that may be the top three that probably make up 98% of their portfolio value at this point.
I mean even Heroku sold for $215 million.
And that's like, eh, whatever.
Airbnb is probably north of 10 billion at this point.
So it's very.
So I think what was great to me to sort of complete the point getting out of the valley and back into Colorado was just that, look, you need to just be principled about your life.
Like be principled about what you believe in and why you choose to be a founder.
And if it turns out that you end up running a $20 billion company, then great.
Otherwise, if you continue to have the same amount of fun and you're working on a company that you believe is doing good stuff, then great.
And you're learning new stuff, great.
You know, this sort of this, you have this arc to your life and there's likely going to be other stuff that you work on in the future.
But just figuring out what those principles are.
And for me it was a lot of realizing like I'm not sure I believe in much.
Like I need to as a human, like come to terms with the fact that like I need to get some principles around my life.
And so once that was settled, it was easier for me to be okay with.
Look, this is just the company that we're running.
You know, we choose to run this company because we get to work with the people that we get to work with.
And more to the point, like we're having fun and we're learning stuff.
The company is a learning platform that we never would.
I can't.
You can't pay money to get access to sort of run a small company like this with the customers that we have.
You know, you can pay to go to an MBA school and sort of do case studies and, and sort of read the history of businesses.
But to be an operator and to be in this day to day is a very, very, very, very different thing.
And so like recognizing that privilege and recognizing that this is something that we like, this is a platform that we built for ourselves that we couldn't pay to get access to.
It just, it means that we're very blessed and we need to take advantage of this and find the goodness in it and find that it's going to be a thing that teaches us how to be a better human.
Omer (17:08.290)
Yeah, that's great advice.
Okay, so we had that post from Danny about getting from 0 to 5k in monthly recurring revenue.
And then he did a follow up with on getting from 5k to 25k.
I know you guys sort of these days aren't disclosing where you are exactly with revenue, but give the audience a sense of what the size of the business is now.
Scott Klein (17:33.009)
Sure.
So we're, I mean, you can kind of do the math.
You know, you go to our about page for eight people.
Our ninth is going to get started in a couple of weeks and we're hopefully going to sign our 10th here pretty soon.
You know, based on developer salaries, you can kind of do the multiplication.
We're, we're definitely north of a million and we have around 1500 customers at this point.
Obviously the notable ones that you had mentioned at the beginning of the podcast, but some other bigger ones too.
I think Visa is our whale customer at this point.
We're doing both the authorized.net and the CyberSource brand status pages.
So yeah, it's definitely the size and the deal size of the companies that we're working with now.
It's so funny.
I remember when we were in Y Combinator, our big win at the point was Citrix and I think they were paying us something like $350 a month for a couple different status pages.
And that was a huge win and everybody loved it.
And then to fast forward today and realize that we have customers that are paying us at least 10 times that amount on a monthly basis.
It's been fun to track the company and the value prop that we have and the ability to break into much larger deals and, and for organizations of that size to actually get that much value out of your product, it's, you know, when we had first started this company, I probably would have told you, yeah, we're going to clean up with the, you know, the send grids of the world, the SaaS based or the API based companies of the world.
And most people are going to pay us, you know, 50 to $100 a month.
But it's been fun to see this, this break into the enterprise that we've had.
Omer (19:06.250)
Well, congratulations on getting your first of many millions.
Scott Klein (19:11.040)
Thank you.
Omer (19:11.400)
Sure.
Scott Klein (19:11.920)
Yeah, I appreciate it.
Omer (19:13.200)
Let's talk a little bit about you and sort of your productivity and how do you structure your day or your week and, and manage your work and priorities.
What, what does sort of a typical day or week look like for you?
Scott Klein (19:28.480)
Sure.
Well, we're, we're kind of at a tough spot right now in that I'm still developing a lot of the products.
You know, I think one of the biggest initiatives for me is to get Myself out from the, the critical path, so to speak, on the development side of things.
So we're definitely scaling up the development team to help respond to that.
But my week consists of one of the only sort of rule that I have is I try to book most of my meetings that I do on Tuesdays and Thursdays so that I can have Monday, Wednesday and Friday as pretty uninterrupted blocks of time to either work on process and the way that we communicate as a group, or to work on development type of stuff.
But it's a lot of just making sure that I'm batching my time.
Otherwise the context switching between development and meetings and emails and support tickets and whatever else just gets to be way, way, way too cumbersome.
Omer (20:25.660)
And I should point out that we're recording this on a Friday, so I feel very honored that you're allowing me to disrupt your day.
Scott Klein (20:33.150)
No, this was a great, this was a good.
If I do do them on Fridays, I tend to schedule them right after our daily standup meeting so that I can just do a couple back to back meetings and then sort of get on with the day.
So obviously with stuff like recruiting, we don't have the luxury of dictating the schedule.
So it's sort of a loose rule.
But if it's, you know, if it's for like just a basic thing, I'll try to put it on a Tuesday or Thursday.
But my basic, you know, I sort of, I get up in the morning and I always have just this bundle of energy in the morning to get a bunch of stuff done.
And so I try to utilize that right away.
I'll make coffee at home and just crank for a couple hours on email or code or whatever sort of pressing on me at the time.
I always wake up and immediately want to get right to work.
And so then I generally will sort of complete my morning, do a little bit of breakfast and get ready and head into the office.
And then I'm at the office for many hours until 5 or 6pm or something like that.
Omer (21:27.870)
What time do you wake up?
Scott Klein (21:30.710)
You know, it depends.
I think one of the things, you know, I've sort of gone back and forth.
It's funny because I hear stories around, you know, I think I saw an interview with like General Petraeus and he talked about getting up at 4am every morning.
And again you sort of feel at a deficit like, oh, maybe I should start to get up at 4am and then you just realize like I am not built to do that.
And I would.
It's more important to me.
Um, last night I was at a concert and so I didn't get to be till like 1 and so I sort of slept until 9 this morning maybe.
So it just depends.
I think, I think mostly I'm just, you know, I try to work on.
Listen to your body and don't feel guilty about taking the time you need to sleep for your body because you're going to be much more productive.
I think the weeks that I try to just stay on a regimen of 6:30am Wake ups are the.
Some of the worst weeks that I have.
I'll work the same amount of hours but I get a lot less done because I'm just trying to force myself into a schedule that I'm not, you know, really geared up to do.
Omer (22:29.710)
What about blogs?
Is there anything that you, you any favorite blogs that you like or you know, even if they're not kind of business related, it's like what are things that sort of interest you the most?
Scott Klein (22:41.470)
Yeah, you know, I've been on, I go through kicks, I think on the blog kind of stuff.
You know, most of what I spend my time reading is around sort of philosophy and a little bit around sort of like meditation and mindfulness and more like pseudo eastern religion type of stuff.
But there's also stuff that I read that's entertaining.
There's one blog I've been reading recently called Wait, but why Dot com.
And I don't know who this guy is, but he just does research on really interesting topics like Tesla or SpaceX or AI.
And so there is an interesting technology kick to it.
But I just think he's a hilarious writer.
But he also has very.
He's sort of like.
He's like the Colbert or the Jon Stewart of the blog world where he actually does good research but also presents it in a very funny and entertaining way.
Omer (23:35.810)
I love that blog.
Scott Klein (23:37.810)
Isn't it great?
Omer (23:38.609)
Yeah, I think.
Who was it?
Rand Fishkin from Moz.
We were talking about, you know, sort of.
Because Rand talks a lot about creating kind of great content, not just good content.
And we talked about what.
Give me an example of that.
And this was one of the sites that he talked about.
And I love those pictures that he draws.
These sort of like these stick figures.
And there was this one particular article about why procrastinators procrastinate and about the monkey inside your head.
It was just such a fresh way to tell you about a pretty.
I mean, how many articles are there on the web about procrastination and more of them.
And most of them are so boring, you'll procrastinate reading them.
But, yeah, I love that site.
Scott Klein (24:22.680)
Yeah, I love it, too, because he's like, there's actually some good.
There's oftentimes some good science there.
Right.
There's oftentimes some good research or it's him.
And I think maybe why I identify with it so much is because I go through the same thing, but only sort of in verbal form in my own head.
And he's actually gone through the process of writing it out and sort of being a little bit vulnerable and also very.
There's like a twinge of just shamefulness to what he writes that all of us are feeling, but no one's really talking about.
So, yeah, I don't know.
I think it's.
Stuff like that is great to me because it's easy reading, but it's very entertaining and also got a good bit of research behind it that helps out.
Omer (25:06.440)
All right, let's get into the lightning round.
I'm going to ask you seven questions.
Yeah.
And just give me your answers as quickly as you can.
Scott Klein (25:16.010)
Sure.
All right.
Omer (25:17.130)
What's the best piece of business advice that you ever received?
Scott Klein (25:23.370)
Like mindfulness, like knowing yourself.
It's not necessarily a specific piece of business advice.
It's just sort of the more you're in tune with yourself and your emotions and what you need out of your life and what you need out of your job, you're gonna be more successful, I think, in everything, you know, business included.
Omer (25:38.090)
What book was would you recommend to our audience and why?
Scott Klein (25:41.770)
I think it's called Toward a Psychology of Being.
This is the Abe Maslow book that talked about the hierarchy of needs.
I think it's been great for me to understand myself, but also understand people and sort of the.
You know, we have team members, we have employees now, and we have to manage them and make sure that this is a fun place for them to work.
But it's also around your customers.
Like, what's the hierarchy of needs for your customers and how does that play into a sales environment?
I think it's very applicable to just interactions that you have in your life and thinking about how people are going to respond.
Omer (26:11.980)
Well, what's one attribute or characteristic in your mind of a successful entrepreneur?
Scott Klein (26:18.540)
Resiliency.
Somebody who is sort of principled and has strong convictions about why they're doing what they are doing and being able to spend time being patient, letting markets develop, letting teams develop, knowing that they're in this for sort of the long haul.
And Making sure that when they're going through dark times or bad times or times when things are going a little bit slower than they want, that they are focused on the end result and the principles of why they're doing it and not necessarily the immediate gratification.
Omer (26:51.570)
What's your favorite personal productivity tool or habit?
Scott Klein (26:58.690)
Coffee.
End of answer.
Omer (27:03.300)
What's a business idea that you'd love to pursue if you had the extra time?
What's a crazy idea in your head
Scott Klein (27:08.580)
that you know, I was on a big drone kick about a year ago, like with the goggles and the video camera and the wireless transmitter stuff.
I would love to do more around drones.
I loved when the Amazon thing came out because I was like, oh yeah, this is obvious, like this makes sense.
And everyone started freaking out about it.
But doing stuff around drones I think would be fun, if nothing else.
Omer (27:36.040)
What's an interesting or fun fact about you that most people don't know?
Scott Klein (27:42.920)
I think that.
So I started going to therapy about six or seven months ago and it's been pretty life changing.
Not necessarily in the grandiose.
I found a new life purpose sense, but just I felt like I had such a negative view toward just mental health in general.
And I feel like, I mean, I go to the doctor once a year to get my blood work done and sort of talk to the doctor about how I'm feeling and let him push on me a little bit.
And so it was an interesting thing to sort of let your guard down to start working on mental health.
But I think it's been very transformative.
I think especially founders should have at least a time when they get to check in with somebody and talk about stuff that they're working on.
But I think it was.
It's just been a good, you know, I've been trying to tell people I've been going because I think there's way too much stigma around it and I think it's been such a great experience for me and I think, you know, most people should be doing it.
Omer (28:37.530)
I think it's awesome that you mentioned that because I think there is a stigma around that and.
But you know, looking after our mind is just as important as looking after your body.
Scott Klein (28:47.610)
Yeah, right.
Omer (28:48.490)
But yeah, I think people, many of us still have a hard time kind of coming to terms with that.
Scott Klein (28:53.670)
I will say too, finding.
So the therapist that I found is great because I think she was a professional in her early life before she was a therapist.
And so we don't have to struggle with things like work, life balance and talking about like oh, and her sort of giving me prescriptive advice like oh, you need to take time off work because she just understands that it's inherently a struggle for our personality types.
And so those are all foregone conclusions.
But what I like is that she approaches it from a more eastern, maybe yoga in the more traditional yoga sense.
Not like yoga, like sexy western body sweaty yoga, but like sort of yogic tradition.
And one other thing too is that they love clients like us that are doing well ish in life and want to be doing better.
You know, like it was just me saying hey, there's some stuff like habits, some cruft that I picked up in my 20s that I want to make sure that I work out and that don't develop into sort of sabotaging habits.
And so you know, for them to get a client that's doing well in life that maybe is working on a business and is really looking to push the last 10% of their personal life and the way that they feel about the world and interact with the world, they love clients like us, like it's a fun time.
I feel like it's always a great experience when I go in there.
Even when it's tough, it always turns out to be a great experience.
Omer (30:17.970)
So that's awesome.
And finally, what is one of your most important passions outside of your work?
Scott Klein (30:28.050)
You know, I think a lot about philosophy and I think a lot about government systems and I think a lot about just sort of my, you know, the arc of society and people's sort of interactions with each other.
I think that on the grand scale of how humans have evolved, we've only lived in sort of post agricultural revolution dictating governments for a very short amount of time.
And I'm very, very, very much interested especially in sort of technology and how the role that it's going to play if we can ever get society back to the point where we are sort of a self governed people and sort of what rules can we put in place that are optional, that are voluntary, that we can eventually get society to the point?
One of my favorite questions to ask people is what's your utopia or your end game with government?
We all agree that we're trying to improve and make government better, but assuming it gets to the best state it's going to get in, what does it look like?
And for me I would like the answer to be that government goes away and that people can just sort of live and be on their own and we can just decide as a group how to do things.
But.
And I think technology is an indispensable part of that.
And so I think a lot about.
And I'm very passionate about and just talking about sort of what could be in terms of a government structure without guns and jails and sort of forcing people by taxation to contribute to things.
And that if we can all just sort of voluntarily do what we wish we want to do with our lives and that everybody could live in harmony, I think that's the best and most sustainable way for society to move forward.
And so I. I think a lot about that and I love talking about it.
Omer (32:07.310)
That is deep, deep stuff.
Scott Klein (32:10.670)
It's difficult.
I think that's what's really interesting about it is it's extremely difficult.
But I think it's possible.
I have to think that it's possible.
Omer (32:22.190)
Cool.
Scott, it's been an absolute pleasure chatting with you.
Thanks, man.
I really appreciate you taking the time to do this.
We've gone over time, so I'm sorry for eating in more into your Friday.
And we missed out getting together the next time.
The last time you were here in Seattle.
But would love to get together in person.
I've never been to Denver, but if I do, I'll definitely look you up.
But if you're coming back to Seattle, please do let me know.
Scott Klein (32:48.810)
Yeah, absolutely.
The girlfriends have been Seattle, so I'm there quite often.
We'll just say so.
Yeah, I'll definitely would love to meet up and continue this conversation.
For sure.
Great.
Omer (33:00.570)
Now, if folks want to find out more about Status page, they can go to Status page IO and if they want to get in touch with you, what's the best way for them to do that?
Scott Klein (33:08.550)
I'm just Scott@statuspageio.
You can email me directly.
Omer (33:11.830)
Sweet.
Thanks again and I wish you all the best.
Scott Klein (33:15.270)
All right, you too.
Thanks so much.
Omer (33:16.470)
Take care.
