always worked

in venture-backed companies, which usually means, you know, fast hiring, big growing teams and so on, and then having corrections in the middle over there.

And, you know, one of the companies I worked in the past, for example, was eAgronom.

It was a leading climate tech in Central Eastern Europe.

We raised 30 million and I was the CTO there.

At one point, we had 70 people over there.

When I personally left over there, I was also seventh employee in Glia, which was a New York-based enterprise SaaS business.

So what actually happened there? Is it something that was unique to that company or was it something that you kind of have learned a lesson from and taken to Soldera?