YouSaid · the spoken record

Daniel Lereya

lines on the record: 96
first: 2025-04-27
most recent: 2025-04-27
sittings or episodes: 1
sources: podcast

Every line below is reproduced as it was said and linked to the record it came from. Nothing here is summarised or generated. Directory · Search · Corrections

“So, I think that as a young startup, it's actually not such a hard walk. When we were very small, you know, back in the days, we added like the daily numbers concept that we now have for the teams, we had the daily numbers for the company. How much paying accounts, how many upgraded, downgraded, and so on daily. And you saw people reacting to it like on a daily basis. So this is something that you can do in virtually one hour. And it changes how people see their role within the company. It focuses everyone to the company's KPIs because everyone understands what you care about and so on. So this is one thing that you can do extremely fast and I don't see any disadvantage. Aside from the fact that people are afraid, many times you are afraid and I can share like it's so much like it's even like a bigger relief that you don't need to think can I share it? Can I don't share it? Can I like?”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Got to have these numbers, so we thought about it really hard. And you know, it's a lot of logistics to do like so many plans, 10B5 plants, but I think it's worth it.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“It doesn't make sense as a public company, and we understood it, but we didn't want to let go of what we cared about because we really believe this is one of the main drivers to the business having this transparency and having this like shared brains, you know, mode. So we tried to think about ways in order to do it. Now if I fast forward, you know, we're almost four years public. And we have an internal app called Monday morning. And in Monday morning, you have two parts, part A and part B. Part A is for every company employee. It contains a lot about engagement and a lot of data that can be shared with everyone. And part B is confidential and it's by roll. So it's their company management. But I think the important point is that we see product management as something that”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“So basically, when we became public, I remember still like one of the conversations that we had with the bankers and the lawyers about, listen guys, things would need to change. You cannot have a dashboard with all your financials at the entrance of the building.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, so you know, like we want to give people the choice, but usually we really feel that in most cases you really need to know this information in order to do your work. So interesting.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“And we're going to share everything that we can, you know, and also like if you are a product manager at Monday. You are signing like a 10v5 program for selling your stocks, meaning that. We found a way to make everyone still see the data because we think this is the most important part. And I think this is one thing that I really believe in and really changed how we work and also how people are feeling about being partners in building Monday and not just walking at a company.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Really want everyone's brains in the challenge and not just one centralized brain and a lot of working hands. And I can share examples, you know, when, for instance, suddenly people would come up to the office, we have dashboards across everywhere in the office. Like each team has its own dashboards, we have our company dashboards for metrics and so on. And I remember cases in which someone said, listen, what happened to the conversion? And you know, think how powerful it is when you have everyone at the company looking at these things. And many of the things that we discovered, many of the things that we saw as challenges and problems is things that people saw due to this transparency. So I think that's... Maybe the counterintuitive part is that don't be afraid to share the information. It's exactly the other way around.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“This is something that gives them so a sense of deep partnership. And as a leader, you know, there were many situations in my professional life that I knew some bit of information. And I felt, you know, all the way on my shoulders and I love to call it the dark side of the money or there alone, right? Like you are coming to the office. There's nothing, you know, like more demoralizing as or like depressing as a leader that you feel awful because something that you know and you're coming to the office and everything is great and everyone are like happy. And I think in Monday we really wanted to do it differently and we really have an approach of like very radical transparency about everything. And this actually makes everyone part of what we are doing. And in a way, we like to say we...”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“And you would see a dashboard with how many paying accounts do you have? How many people have channeled today? How many signups do we have? And so many different things. Even if you came for an interview, you would see these numbers. And I remember sitting in this dinner and everyone would tell me, listen, you are making a mistake. How can you do it when things go south? You know, you'll demoralize the team and people like upset about it. And I think this is, for me, one of the most important things when you hire and you have such a talented team, you want to share them, you want to share with them everything. And the reason for that is that then you are working on every challenge together. And instead of demoralizing people, I think that for the right people and the people that are working at my”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Maybe first of all, it's about something that we really care about, which is transparency. I'm like, let me tell you a story. I sat down for dinner at my family and many, many different members of my family are like entrepreneurs or like walking as an executive in tech companies and so on. And, you know, back in the days, we as Monday before we went public, we actually shared every bit of information with our employees. You would get into our office”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Recently announced that we cost the $1 billion in ARR. We are serving, as I said, $250,000 across the globe from virtually any industry that you can think about, like more than 200 different business verticals. It could be both tech and non-tech-savvy customers. The vast majority of our customers are non-tech. you know from like a customer that is building airplanes and cruise ships all the way to real estate construction finance tech and everything you can basically think of and if i like just for reference and single golf pace so when i joined monday eight and a half years ago we back then we were called the pulse we had around four million in arr and we you know From there to one billion and from around 30, 40 people in the company to 2,500 right now.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“and think on an individual level, but also on a team level. And you know, every one of our team members used to read these updates and say, then we had a good two weeks or we had a bad two weeks. We did a lot of impact or we did not enough impact. So I really encourage to create these points in time where you sit down and you force yourself to understand whether what you did is what you thought you're going to achieve or not.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“When I'm going to stand here in a year from now, what is going to be different for our customers? And you know, this is on the company level and I have one slide and it talks about our offering and it talks about the value that they are getting in a way that next year I want to each year to start My presentation with the slide from last year and see where we are. You know, in this level, it can be something like our CRM. We really love to do each and every two weeks. I told you we would write an update for the entire company about what we did. And the way we did it is that each and every one of our team members actually wrote his highlights. And then we would share it with the company. And this exercise really made us sit every two weeks.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“So it's actually, you know, today we are under the builders organization, which is the engineering product management, product design, we have 700 people. So we have a lot of different ways and methodologies to do it in different levels. But I'll give you an example from the company level and from the team level maybe, because these are the most interesting ones. So we just recently had an early kickoff each and every year we do a early kickoff for our company. And one of the most exciting sessions obviously is what we are going to do with our product as a product company. And I really do like to have a slide in which I write and I just share it.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Do I imagine the company and the product is going to be different and better for our customers in a quarter from now? And from that, work it backwards. But if you are just saying we'll have better security, we'll have better performance, we'll have less bugs, we'll have more enhancements to the, I don't know, this and this feature. It's not enough. You need to constantly build value, which is pivotal to your customers. And if you don't do it and if it's hard for you to answer about this question, it's a very good sign that you are not in pedden. And you know, I love to do it also with teams and individuals. Like, what are the things that you are most proud of that he did in the last three months? And if it's like takes you a lot of time to think, you're not very focused and you're definitely not maximizing the impact that you want due to that in my mind.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, and I think another thing for me, like it's an exercise that I really, you know, I really encourage everyone to do for me it was like After the columns hackathon and everything that we talked about, I said, okay, each quarter, and this is when we were much smaller, but it can be each month, it can be each two weeks.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Be the impact that we were aiming for. And this is a very important point. And, you know, I think in that sense staying really connected to your teams, to your numbers. Sorry, this is something that I really feel strongly about. I feel that you need to get your numbers in push. You need to live by them. And, you know, for me, it's so exciting to see a conversation that says, oh, wow, today there were a lot of new accounts that are using what I'm building. Let's see why it happens. And, you know, these kind of things that I see the conversation about, it's amazing. And also, you know, in this case, seeing the AI actions go, it's like you want to dive it and push it forward and in many ways they feel that this is a very good example on where you can actually build a lot of value. You can walk really fast. You can deliver a lot of features.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“And you know, until this point, everyone will, like, in a very good feeling that we are making an amazing product. We get really good feedback. We're building great value. We're adding value. But we sat down and said, okay, why it's only like this and this. Then someone say, yeah, you know, since AI is new, we need to do change of the terms of service for customers before we are opening it to them. And this is planned, you know, for like in the next quarter or something like that. And said, what? No, we need to do it now. You know, we need to now open it for everyone because This is actually what would be the most impactful thing to do. And then like you know the team went and set with legal and sent with everyone and with two weeks time it was open to 98% of Monday customers, you know, and I think in that sense you know this is a very good example because we could have continued building value and it's great but the impact”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Care about because we really want people to leave these numbers. So for AI, for instance, for the AI blocks, it was the AI actions. So we had AI actions, how many accounts are using these AI actions and so on and so on. And, you know, we got amazing responses from our customers. We see great success of them getting value from the AI actions. But one day like in this, we use a Slack channel in which one of our internal systems, Big Wain, is sending us this message as every day. And then we have conversations about it. And one day we saw, we noticed that the amount of accounts that are using AI is super, super low compared to the entire population that we have. And you know, we have 250,000 paying companies that use Monday. And we saw... Only like a few thousands”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“All of these people, and I can share just a recent example. And we have a very interesting offering that we just introduced with AI. It's called AI blocks. And basically, it means that with no code, you can integrate blocks which contain AI actions within your existing workflows. And, you know, 70% of Monday's customers are non-tech. And for them, this makes AI accessible for them and has a huge, huge value. And we started building these blocks and we released it to customers and we measured discoverability and adoption and retention and so on. And something that we do in order to stay connected to the numbers. Each team at Monday has like what we call the daily numbers update. So we have a, think about it like a message that the team is building with all the numbers that they”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“I think the most obvious sign for me is that Are building something without the aim or without the initial aim of what it changed for the users and how you are going to measure it. So in my eyes, it's many times the fact that you don't have a goal or the goal is like many times, you know, for me a smell for that is that I hear people use the word we're going to enhance, we're going to augment, we are going to extend value and this and this and that. No, it's not enough. What is it going to change for users and how you're going to see it that it actually happened? And then you start asking yourself all the questions, right? Because once you have a goal that you're committed to, suddenly you think about the target audience because you need enough, like big enough target audience, for instance, in order to get your goals. You need to make sure that what you build actually going to touch.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Very hard to stay on it and it's hard because like people tend to build things like we all love to build things right and when you start to build things you get excited and suddenly you lose track of why why you're doing it and what do you need to change and I think that in that sense this is the most important part about like this point of impact and you know this is also how we measure ourselves so we can work extremely hard Don't mean that we are successful, it doesn't mean that we are doing our work right. And it's not only for the PMs, it's for the entire team. So the entire team succeeds or fail together based on the value that we bring to our customers. And we have a lot of different ways in order to make sure that we stay honest to this principle.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“If these goals suddenly reduce also a lot of the discussions that you have about the different solutions because everyone knows that everything is going to be tested on real life. So make it everyone treated differently. And also in that way, you know, it makes you think much more holistically, which I also think is something that is very special at Monday is that we give our teams like real life goals as much as we can. And then you know in some cases doing the biggest impact is not developing another feature. It's about making the current value more accessible. It's about connecting better to the go-to-market motion that you have. It's about understanding how your customers are going to learn what you built and use it. And, you know, this realization is something that”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Such huge part of what I build was never used by users the way I thought it was going to use. So I think that for me, having this understanding of what we want to change for our customers and also how we know we did it is a huge, huge part of the PM all and for us, you know, it means that we pay a lot of time in setting goals, in making sure that we really understand both again the opportunity, but not only that, but how we'll see and we'll know for sure that we move the needle in many ways, you know, it changes the conversation. So PMs, you know, and the teams, many times are spending a lot of time at the problem area before they think about the solution. The solution is not the case anymore. It's not like there are so many different solutions. And once you do that and you...”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“This is the core and the main thing that we also measure like our teams and this is how I see a great PM. So a great PM basically for me is someone that is relentless until he gets this impact and until he validates that this impact is in place. And you know for us it really changed how we think about things. It really changed how we set goals for our teams. So in many ways PM in Monday first and foremost is responsible for creating the shared understanding on what would be impactful for our customers okay it's not about the solution and what we are going to build it's about what's the problem what's the opportunity and second how we will know that we move the needle and without these two things you can build so many different things and you know it's like songs for the draw like I build so you know”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“What is going to move the needle and walk only on that, not walking in a lot of things that you tend to invent when you're trying to solve a problem? And B is like, you know, about like thinking, as you said, like thinking differently. And I think that for the goals, this is why we really wanted the goal that you really understand from the first minute that if you work the same way, you cannot achieve it. Even if you sleep in the office. So you need to change automatically how you think. And you know the advanced phase of it is that today we're doing it on things that we didn't see other doing. And you know, we have the confidence because we have the experience of trusting ourselves that this is an exercise for us that will make us actually think about different solutions.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, and I think, by the way, this is something which is really important about setting ambitious goals. If you set like a different goal, I want to reduce it from four months to three months. So many times this translates in people's heads to, I want you to work harder. I want you to walk longer hours. And this is not a message here. It's about working smarter. And I think that many times when we talk about speed of execution, there's fake speed, which means trying to do the same work by skipping stages or not doing the high quality that you want. But there's the real speed and speed like organizations and speed of execution many times. It's about doing things right. It's about understanding.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“It's like mind blowing, and back then I remember people said, How can it be? But then Tald, I told you about build an infrastructure, he sent it to me. I did a column at night, you know, just to see how it works. And on the day that we did the columns, everyone knew what they are going to do, what they are trying to solve. And we just did it. two weeks afterwards it was in production which was amazing”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“But basically we defined what is it and then create an infrastructure for all these shared things, making the work of adding a new column just thinking about the specific product that you want to provide with each one of these columns. And the story about it is actually even more interesting. The way we actually achieved it is that we said, okay, in two weeks, we are going to have an hackathon in which each one of our developers is going to take one column and implement it in one day. And you know, if you think about it from four months to one day.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, so actually exactly. It's a new type of column, but it's a whole product around it. Like if you think about it, for instance, you have a column that captures dates. So it's pretty straightforward, but you can also have formula column, which is like more complicated and has more complex product around it. I think one of the best benefits for us as platform is that suddenly when we will set the goal of adding so many different columns, we actually stopped for the first time and say what is a column like and we also organized all the product architecture around it. And these kind of things sounds really trivial in retrospect. But we really defined, okay, each column need to have specific capabilities. It should be able to export it to Excel. It should be able to be filtered and sorted and so many different other things.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“It's a good question I'm not mistaking, it was around 2018 back then how it's safe to assume like 150, 200 people in the company, but we were relatively small”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Think it's also very much about focus, and I think that it's very hard to get to a very good execution, but it doesn't guarantee that you are working in the right way. And many times in my eyes, you know, simple questions can provide the most and the deepest insights about your work. And I think that for us, the fact that we managed to leverage it, as you said, and see it as a gift is one of the most important things, usually competition know it. Use it to your advantage. And, you know, take it and set ambitious goals and believe in yourself and you can do amazing things.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“You have a focus problem in my eyes. And second, that is that, you know. Ambitious goals, it will make you think differently. And you know, we really love now to do it even when we don't know it's possible. And it actually works for us time after time. And let's think about it. You know, the team that was there suddenly became invincible. Because, you know, it's such an amazing, amazing experience that you have a goal that you don't know how you're going to do it and you succeed. And then it makes you feel that everything is possible.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Didn't give us the excuse of saying it's not possible. So, in a way, it was the biggest favor that we can ask for. And long story short, month and a half afterwards, we had 30 columns in Monday. And we did it, you know, by thinking totally different. And by the way, afterwards, we did it over and over again. So if you think about Monday, it's basically a platform for work and you have different building blocks. columns is one of them but we did the same drill exactly with dashboards and widgets and then with automations and so on so i think this was so transformative because a we understood that you need to constantly think especially at these phases how would you transform completely the product in the next three months and if you can't answer that and you say listen i'm doing so much thing but you can point this exact thing”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Said, okay, we need to take upon ourselves an ambitious goal like 25 columns in one month. And this is the goal that we took upon ourselves. And, you know, I think that the fact that our competitors did it give us”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“didn't do something that really transformed the product because I remember back then when we did the conversation we said okay we're doing so much what is the most meaningful thing that we did over the last And you know, suddenly dancer was, you know, there's so many things, but it wasn't something specific. And after like, you know, acknowledging that, and, you know, it's a very hard thing personally, especially when you walk so hard and you put your entire heart in what you do. We said, okay. Now, We need to treat it differently. We receive the gift from our competitors. They showed us that it's possible. Now we need to think how, and in order to do that, we need to think differently. Because remember, like we said, okay, if we are going to add 25 more multiplied by four months, we are a small team, we're lost. We can't make it.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“At first, we didn't really know what to do. And we thought about it. And I remember that even we said, okay, we're going to take even some time out of the office. So back then, Roy and Iran, which are the founders, and also together with me and Tal, which was one of the main tech leads in Monday for a long time and a few others. We went outside the office and we said, listen. Need to do things differently. Something doesn't make sense. And, you know, I remember back then that for me, this realization of like understanding that we are doing so much, but suddenly. Some of our competitors did something that we can only imagine and actually transform the product because it's a different type of platform, if you think about it. It was really hard personally. First of all, admitting that although you worked like crazy,”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“It's like the heart and soul of the product. And you can think about it as a table. And it has different column types, data types that you can capture within the board and walk with. And, you know, back then we had five of these. And I was actually coding the sixth one, to be honest. And each and every one of these took us four months to develop, you know, together with defining the product and everything. At this morning, we actually saw at one of our main competitors back then is actually launched 30 new columns. Yeah. And, you know, we said, okay.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, well, you take me a while back, you know. I think it was when we were relatively small team. I think we were something around like 30 people. And, you know, including engineers and product and everyone, it's actually that back in the days, we did so many things. And actually we had an amazing, amazing execution where the, you know, a weekly update would show everything that we did with the company and it was always super long and super like with so many different things and we really felt good about ourselves at that point to be honest about the execution. And then I remember one day, you know, coming to the office and just looking on one of our competitors and wait Monday we have like one of the main things that we have in the product is our boat.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Unlike Product Because it's built on You can To match exactly how your team No limitations, no compromises. Ready to seat in action, head to airtable.com/slash. Lenny to book a demo that's Airtable”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Feedback loops Confidence Canva and Linear, visit enert.comny to connect with the team and to get two free months when you sign up for an annual plan. This is a limited That's interpret.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Insights into your business, connect customer insights Data Data warehouse to map the business impact of each customer need and prioritize confidently and empower your entire team to easily take action on use cases like win-loss analysis, critical Detection and identifying Of churn with interprets AI assistant wisdom. Looking to automate your”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Notion, loom, linear, monday.com, and structure. To bring Of the cust Into the product development process. Helping you build best in class What makes Its ability to And update Specific AI models”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“Some of our competitors did something that we can only imagine. We said, okay, we need to treat it differently. We received the gift from our competitors. They showed us that it's possible. User competition know it and take it and set ambitious goals and believe in yourself and you can do amazing things.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“We really have him in the approach of very radical transparency about everything before we went public. We actually shared every bit of information with our employees. Instead of demoralizing people, I think that this is something that gives them a sense of deep partnership. We really want everyone's brains in the challenge and not just one centralized brain and a lot of working hands.”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source
“A gate pan basically for me is someone that is relentless until he gets this impact, until he validates that this impact is in place. In some cases, doing the biggest impact is not developing another feature. It's about making the current value more accessible”
2025-04-27 · Lenny's Podcast · Inside monday.com’s transformation: radical transparency, impact over output, and their path to $1B ARR | Daniel Lereya (Chief Product and Technology Officer) · IDENTIFIED FROM THE TRANSCRIPT · source