Headcount
Growth Metrics
24-month headcount trend
81
Employees
+53%
1.5x
Headcount
53 → 81
2.3 yrs
Median Tenure
Growth Trajectory
24-month headcount – 1.5x growth since Feb '24
8275675952
Feb '24Feb '26
81 now
Departments
Team Composition
Department breakdown with growth rates (last 3/6/12 months)
Largest Team
Eng28.8%
17 engineers · +55% YoY
Fastest Growing
Marketing+100%
3 mo · 4 employees
| Engineering | 1728.8% | +6% 3 mo | |
| Business Development | 711.9% | — | |
| Sales | 711.9% | +40% 3 mo | |
| Operations | 46.8% | — | |
| Marketing | 46.8% | +100% 3 mo | |
| Entrepreneurship | 46.8% | — | |
| Accounting | 35.1% | — | |
| Information Technology | 35.1% | — | |
| Education | 23.4% | — | |
| Administrative | 23.4% | — |
Workforce
Workforce DNA
Geography, skills and academic background
Top Locations
- United States63
- New York City Metropolitan Area23
- New York, United States20
- New York, NY17
- California, United States12
Top Skills
- Leadership19
- Microsoft Office17
- Microsoft Excel16
- Project Management14
- Sales13
Top Schools
- Y Combinator2
- altMBA1
- Boise State University1
- College of Charleston1
- Fordham Gabelli School of Business1
Fields of Study
- Economics5
- Computer Science4
- Marketing4
- Computational Science3
- Computer Engineering2
Hiring
Open Positions
3 active roles on LinkedIn
- Business Development RepresentativeNew York, New York, United States·Jan 22, 202691 applicants
- Enterprise Account ExecutiveNew York, New York, United States·Feb 9, 202620 applicants
- Mid Market Account ExecutiveNew York, New York, United States·Feb 9, 202617 applicants
0Engineering
1GTM
0Design
0Remote
Content
Brand Presence
Recent posts and external mentions (last 30 days). Click to open on LinkedIn.
9.3+
Mentions / Wk
Notable External Mentions
DateMentionReactions
- Feb 21Aswath Damodaran – Every business, small or large, private or publicly listed has to choose between borrowed money (debt) and owner funds (equity), and in this sessions I start by looking at the fictional reasons (debt is cheaper than equity, debt increases ROE), the real reasons (the tax benefits of debt vs bankruptcy costs) and the frictional reasons (desire for control, subsidized debt, and protections against bankruptcy). I then look at tax rates (marginal and effective) in 2025 as well as developments on the default front (ratings changes, loan defaults) during the year, before chronicling what companies around the world looked like both on debt comfort ratios (interest coverage and debt to EBITDA) and debt loads (debt to capital). I close by looking at two developments - the immense cap ex in AI and the growth of private credit, and argue that there is a big market delusion embedded here, and when it corrects, it will create a clean up and shrinkage in both.1570
- Feb 21Argenis Bouza, CFA, CAIA – For those worried about the private credit space, my colleague Sonali Basak did a great job addressing many of the headline concerns investors have been seeing. Private credit continues to be a differentiated source of yield, with the potential to generate 200–300 bps over traditional credit. But the key point that often gets missed is that private credit isn’t one-size-fits-all. Manager selection is critical. Default rates, covenant quality, underwriting discipline, and access to strong deal flow can all materially impact outcomes. Two managers operating in the same segment can deliver very different investor experiences depending on how selective and disciplined they are. Private credit can play a meaningful role in portfolios, but like any allocation, the foundation matters!17
- Feb 21Erika Glenn – Saturday truth: The higher you climb, the easier it is to disconnect. 💜 High performers are often the most isolated people in the room. Not because they don't want connection. But because somewhere along the way, extreme focus became the default. Trust became harder. And looking up felt like a luxury you couldn't afford. I know this because I lived it. I was so locked in on work that I couldn't even re-acclimate to home life on the weekends. And the people who loved me? They noticed before I did. In this week's Connection Chronicles, I'm sharing a story I don't tell often and what it taught me about the real cost of disconnection. Plus: ✨ 5 signs you've disconnected without realizing it ✨ The difference between being independent and being isolated ✨ 3 small shifts to reconnect (without adding more to your plate) Link in comments. 👇 Plot twist: Success doesn't protect you from isolation. Sometimes it accelerates it. The question is whether you notice before it costs you something you can't get back. 🎯 Your turn: When's the last time you really looked up from the work? 💜 #Connection #Leadership #HighPerformers #MentalHealth78
- Feb 20Joel Davis, MBA – I’m excited to share an opportunity within my network for a Head of Residential Lending Controls Management. This role is ideal for a seasoned risk and controls leader with deep experience across residential mortgage and home equity operations, including regulatory compliance, governance, quality assurance, and operational risk management. The leader will drive a robust controls framework spanning mortgage and home equity origination, fulfillment, servicing, and default, while partnering closely with business, compliance, audit, and executive stakeholders. If you or someone in your network is passionate about strengthening mortgage and home equity control environments, enhancing regulatory posture, and leading high-performing teams in a dynamic lending organization, please consider applying to this opportunity.57
- Feb 20Marsden Kline – "Fine" was never the goal. Everyone's quick to point fingers. Few are willing to roll up sleeves. It can be easy to walk past a problem. Or whisper a complaint. In fact, this seems to be celebrated by many. But I'm inspired by those who who ask: "How can I make this better?" At work, they don't simply meet to check the box. They debate and decide. In the gym, they don't practice just to practice. They endeavor to improve. When projects fall behind, they step up. When quality slips, they raise the bar. When someone's struggling, they make time. This isn't about doing everyone else's job. It's about refusing to accept mediocre as normal. This isn't blind optimism. It's a better default. And this doesn't mean always having dinner at your desk. Use your courage and creativity. Create a Loom instead of a 20 page deck. You may have learned through hazing and late nights. But is that the best way? Help someone skip mistakes. Challenge the process that wastes everyone's time. The world has enough people who shrug and say "not my problem." Be someone who makes those around them better. Because fine was never the goal. ♻️ Share to help someone 🔔 Follow Marsden Kline for more -- If you are the average of the 5 people you spend time with, Choose carefully. Be in rooms that make you better. Never underestimate leaders who make time to learn. Jon our top-rated programs. For new managers: https://lnkd.in/gCwT7kU7 For experienced managers: https://lnkd.in/eTYt-ZXJ3235
- Feb 20Kelly Smith – Yesterday, the FDA confirmed a shift to a default of one well-controlled trial for approval, which is a significant change in regulatory philosophy. Yes, it may reduce costs and timelines. But regulatory evolution reallocates risk. It rarely eliminates it. I shared my thoughts on the strategic implications below. As always, I welcome other perspectives.18
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