(Exclusive HQ Tour) Inside Opendoor on Earnings Day

On Q4’25 earnings day, I went inside Opendoor’s San Francisco headquarters for an exclusive behind-the-scenes look at how the company operates in real time. CEO Kaz Nejatian gave us a full office tour — from dashboards and war rooms to earnings prep and the team packing merch ahead of the livestream. We sat in on a product discussion, watched the team prepare their live earnings broadcast, and saw firsthand how the culture operates under pressure. I also spoke with Michael Judd, Head of Investor Relations, $OPEN investor relations lead, and one of the longest-standing Opendoor employees (joined in 2016). He shares what it’s been like to see Opendoor move through multiple chapters — from early markets, to stock decline, to what the team calls a “second birth.” In this episode, we cover: • Why Opendoor livestreams earnings — including streaming on Robinhood • How the $OPEN Army became part of the company’s public narrative • Innovating on investor relations in a digital market • Weekly velocity and compressed execution cycles • What a public company “second act” looks like internally • The mission behind making homeownership more accessible This is a rare inside look at earnings day inside a public company — the people, the pace, the pressure, and the product. If you want more, check out our full interview with Kaz. Kaz Nejatian: https://x.com/nejatian Michael Judd: https://x.com/michaeljudd321 Molly O’Shea: https://x.com/MollySOShea Sourcery: ⁠https://x.com/sourceryy 𝐄𝐏𝐈𝐒𝐎𝐃𝐄 𝐋𝐈𝐍𝐊 YouTube: https://youtu.be/IMN9tOz4erY 𝐒𝐏𝐎𝐍𝐒𝐎𝐑𝐒 • Brex https://brex.com/sourcery—The modern finance platform, combining the world’s smartest corporate card with integrated expense management, banking, bill pay, & travel. https://brex.com/sourcery • Turing https://turing.com/sourcery—Turing delivers top-tier talent, data, and tools to help AI labs improve model performance—and enables enterprises to turn those models into powerful, production-ready systems. https://turing.com/sourcery • Deel https://www.deel.com/sourcery—Deel is the global people platform that helps startups hire, manage, pay, and equip anyone, anywhere. Trusted by more than 35,000 fast-growing companies, Deel is the people platform that just works, so teams can scale without the chaos. Visit: https://www.deel.com/sourcery • Public http://public.com/sourcery–Investing platform Public just launched Generated Assets https://public.com/generated-asset, which lets you turn any idea into an investable index with AI. With Generated Assets, you can build, backtest, refine, and invest in any thesis with AI. Gone are the days of one-size-fits-all ETFs. https://public.com/sourcery https://public.com/sourcery Follow Sourcery for the latest updates! https://www.sourcery.vc/ Disclosure Paid Endorsement. Brokerage services by Open to the Public Investing Inc, member FINRA & SIPC. Advisory services by Public Advisors LLC, SEC-registered adviser. Crypto trading provided by Zero Hash LLC, licensed by the NYSDFS. Generated Assets is an interactive analysis tool by Public Advisors. Output is for informational purposes only and is not an investment recommendation or advice. See disclosures at public.com/disclosures/ga http://public.com/disclosures/ga. Matched funds must remain in your account for at least 5 years. Match rate and other terms are subject to change at any time. 𝐓𝐈𝐌𝐄𝐒𝐓𝐀𝐌𝐏𝐒 (00:00) Inside Opendoor HQ (00:57) Earnings day energy with CEO Kaz (03:42) Why is there a sword in the conference room? (04:58) Retail investors, capitalism, and leading in wartime (08:08) Michael Judd on a decade of rise and reset (10:25) Reinventing earnings with live streams (13:38) Keeping up with Kaz (14:16) The $Open Army (15:07) From $0.50 share price to resurrection (18:07) Closed doors at Opendoor? (19:38) Inside a live product meeting with Kaz & team

Speaker names marked ? are inferred from speaking time and the show’s known hosts — they are not voice-verified.

• 0:00Speaker 00

  Modern companies become like very unique. They're afraid of themselves, like it's wartime. Public markets were created such that average Americans could have a say in the companies and could actually pick companies and invest their dollars in capitalism. And most companies do this thing where they use the word retail investor as those swear word. We're deeply proud, genuinely deeply proud to open door as one of the most broadly helped companies.

• 0:24Speaker 01

  Not many companies really get a chance at a second or kind of third birth like this. This mission matters so much, but to have people who have been here for a while is recognizing how broken the existing process is and the fact that we believe that our solution is not just important to our customers, but to America like generally.

• 0:42Molly O'Shea?

  If you were a door, what kind of door would you be?

• 0:44Speaker 01

  I'd be open, Molly, come on.

• 0:56Molly O'Shea?

  Kaz, welcome to Sorcery.

• 0:58Speaker 00

  Thanks for coming by. Let me show you around.

• 1:00Molly O'Shea?

  Long time coming.

• 1:02Speaker 00

  It's been, I'm a fan. I'm actually a fan. I'm like really excited to have you here.

• 1:07Speaker 00

  Welcome to Open Door San Francisco.

• 1:09Molly O'Shea?

  So where are we going? What's the plan?

• 1:10Speaker 00

  I'm going to show you, I'm going to show you my messy desk.

• 1:13Molly O'Shea?

  Okay.

• 1:14Speaker 00

  But also like we do these, the merch for every earnings call. And like they get like, my assistant literally packs them and sends them out. Like this is like literally them, we try to get them out before the earnings call because I wear a new T-shirt on every earnings call. So.

• 1:29Molly O'Shea?

  So your team is literally physically packing this right now.

• 1:33Speaker 00

  It's like, and like, do we have any other merch? Is there like a?

• 1:38Molly O'Shea?

  We do have other merch, but there's some over there.

• 1:42Speaker 00

  That's actually, that's my desk. You can actually see my desk.

• 1:44Molly O'Shea?

  This is your desk?

• 1:45Speaker 00

  Yeah.

• 1:46Molly O'Shea?

  In the middle of the open office?

• 1:47Speaker 00

  Yeah, I know. It's like, like the actual desk, you can see this because like there's always random books on it.

• 1:53Speaker 00

  It's not like.

• 1:57Speaker 00

  It's like this shirt, I'm gonna wear, that's my shirt that I'm wearing at earnings call. And the open. Oh, yeah. We have like more, um. It's actually hilarious because like everyone has seven jobs here. Like everyone has like multiple jobs.

• 2:11Molly O'Shea?

  Alright, we're merch shop today.

• 2:12Speaker 00

  They were merch shop, they're like, uh, open their caps. We have, oh, we have the open army.

• 2:16Molly O'Shea?

  Oh, wow, you guys are making lasers?

• 2:18Speaker 00

  Yeah, there's like, we actually like, dude, like, the merch is cool.

• 2:22Speaker 00

  Here, um, I'll take you to. Don't look there.

• 2:26Molly O'Shea?

  Okay, is that?

• 2:27Speaker 00

  We both.

• 2:28Molly O'Shea?

  Not legal?

• 2:29Speaker 00

  No, we both, we both, um.

• 2:32Speaker 00

  When I got here, there were no dashboards on the wall.

• 2:34Molly O'Shea?

  Uh huh.

• 2:35Speaker 00

  I'm like, fuck that, lots of dashboards, please. So we bolted, that's the actual model that is running one of our war rooms right now. Like, I, and like, it's hilarious because our chief growth officer. Tracks him, he has a sticky, he says, grow more, and he puts him under whatever it's chart, he's like, I'm focusing on that here week. But it's a hilarious thing.

• 2:56Speaker 00

  Um.

• 2:59Molly O'Shea?

  Just for context, this is day of earnings. This is earnings day. Your financial open house.

• 3:03Speaker 00

  Yeah, it's earnings day. It's like, uh, well, we're actually going up in like a couple of, uh, hours. That's our head of engineering with his dog.

• 3:11Molly O'Shea?

  Wow, very intense.

• 3:15Speaker 00

  Um. Our lawyers were all, I think these guys were in a room last night. I think literally these three people have not left the office in a week. I'm not kidding. I don't think, I, I, I'm actually being like, relatively serious. Like, when did the deal get done?

• 3:32Speaker 00

  2 AM? Yeah, and like, I think, I think they've been up, I'm not kidding, for like three or four days.

• 3:36Molly O'Shea?

  You guys look good.

• 3:38Speaker 00

  And then, um. Here, I'll show you. This is my conference room. They're, they're not gonna hang out that long. Um, my sword.

• 3:46Molly O'Shea?

  Are you, oh, you actually have a sword?

• 3:48Speaker 00

  No, I'm not kidding. Look, I wasn't kidding.

• 3:51Molly O'Shea?

  Oh, my god.

• 3:52Speaker 00

  As an homage to like Elon. We all have swords.

• 3:56Molly O'Shea?

  So funny.

• 3:57Speaker 00

  It's like, like, you think I was kidding? I'm like, not kidding. It's actually like, it's like real.

• 4:02Molly O'Shea?

  That's great. And you keep it in years?

• 4:05Speaker 00

  I mean, like, so you know what the hilarious thing is? So I wanted to get throwing stars. Uh, but they're very, they're very illegal in California.

• 4:14Molly O'Shea?

  I would imagine.

• 4:15Speaker 00

  But you cannot have throwing stars in California. So that's the weapon.

• 4:19Molly O'Shea?

  What? How? How old is this sword?

• 4:21Speaker 00

  Oh, it's not old. It's just, it's an Arabian sword. Actually, hilarious story. Uh, I told my assistant, uh, I want a sword. And she's like, sure, just like, right? I said, like, I want a sword. She's like, she's like, sort of question mark, because I think she thought I had a typo. She's like, what? What do you mean? I'm like, no, this sword, please. No, I think, look, um, I think the very real thing that happens is that, like, modern companies become like very like meek, afraid of themselves. Like, it's wartime.

• 4:55Molly O'Shea?

  Do you think it's important that the best public company CEOs have swords?

• 5:00Speaker 00

  I mean, Elon has one, Alex has one, I have one. I'm not gonna say we're all the same. I'm not saying that we're all similar people with similar styles and similar companies. And other people might say that. But, yeah, I think weaponry is important. You're just talking very real, like, most companies. It's actually like, one of the saddest thing about capitalism is that if you go back to the start of public markets. Public markets were created such that average Americans could have a say in the companies and could actually pick companies and invest their dollars in capitalism.

• 5:42Speaker 00

  And most companies do this thing where they use the word retail investor as though it's a swear word. We're deeply proud, genuinely deeply proud that Open Door is one of the most broadly held companies. In America, and I think it actually does an important thing, which is the average American believes in our mission because the average American thinks is unfair that people can't afford a home to live in, that a system is stacked against average people having average jobs. So no, we're like, we're not hiding it. Like, we're deeply proud of the Army. And I think everyone at the company is like, if you actually walk around, you'll see people wearing Army jackets and Army shirts and have like Army swag all over.

• 6:24Molly O'Shea?

  I love how Keith once tweeted it out spelt incorrectly because it's the workout class of he goes.

• 6:32Speaker 00

  It is. I think, I think, I think the motto is it'll be Army till 82. It'll be double A Army till 82.

• 6:38Molly O'Shea?

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• 7:21Molly O'Shea?

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• 8:01Molly O'Shea?

  need to train superintelligence. Visit turing.com/sorcery. All right. So we're here with Judd, Michael Judd, and we're going to talk a little bit deeper on Open Door Lore because he's been here the longest. So Judd, what is it like?

• 8:22Speaker 01

  What is it like? It feels like a book with many chapters, but none of the chapters have been exactly the same, but with a common through line. See, I joined in the fall of 2016. We were in two markets. I'm one of the very few people here who actually remembers the days when Keith was in the office every single day.

• 8:42Molly O'Shea?

  Oh, my God.

• 8:43Speaker 01

  So, yeah, there's just a small handful of us there. But, uh, no, I started my career in New York in finance and really didn't have any plans to, like, leave that world. But I always kind of had in my head, like, you know, if there's something that really speaks to you that feels like worth kind of making a leap on, sometimes trust that instinct. And, yeah, it's fall 2016. This little Series B company, Open Door, was revolutionizing the way that, like, homes are bought and sold in America. And what really resonated for me was I could explain this idea to my grandpa. He would understand what it was and understand why it was needed. And so that was kind of what initially drew my interest. Once I kind of dug under the hood and saw what they'd built so far and what the kind of vision looked like,

• 9:28Speaker 01

  I've figured, hey, this might be worth, you know, shipping across the coast and trying something new out on. And, yeah, obviously, as you've kind of been able to tell from the kind of outside lens, there's been, you know, ups and downs and, you know, kind of in equal measure here at Open Door over that decade or so. But what I feel really grateful for is, you know, with kind of CAS coming online and just the momentum that came from this past fall, you know, not many companies really get a chance at a second or kind of third birth like this. And I think this mission matters so much, and that's what has kept me around so long and what's kept the people who have been here for a while is recognizing how broken the existing process is and the fact that we believe that our solution

• 10:13Speaker 01

  is not just important to our customers, but to America, like, generally. And just having again another chance at, you know, kind of cracking that code is just something I'm really grateful for.

• 10:24Molly O'Shea?

  I'm just so curious, from a cultural standpoint, so you're head of IR.

• 10:28Speaker 01

  Yep.

• 10:29Molly O'Shea?

  But I've also heard everybody here has multiple hats. So what other roles do you have and is that like, what is it like working here now, under CAS and that transition?

• 10:39Speaker 01

  It's been pretty incredible. Yeah. So pending on the day, it's investor relations. I kind of came up doing capital markets, a little bit of corporate development, some finance and strategy. Really just kind of depends on the task for the day. I think what's been really remarkable and what CAS has honestly like taught me is that we're all probably a little more capable than we sometimes give ourselves credit for. So when CAS came in, he joined at the end of September and we did our Q3 earnings call just a couple of weeks later. And, you know, before CAS, we had done things pretty much, you know, by the books. We had the boring, just, you know, dial an audio call. It was, you know, shareholder letter with like very like basic script.

• 11:17Speaker 01

  CAS came in and day one was like, guys, we're doing video live stream. I want to stream it on Robinhood, which we were the first company to actually stream our earnings on Robinhood, other than Robinhood themselves. You know, we're getting rid of the shareholder letter. We are going to do, say, Q and A. And it was like, what was like, I would have thought that we could do one of those every quarter and like that that was like the most that we could do. But CAS set a high target and said, hey, Judd, I know that, you know, this sounds like a lot, but I know you guys can do it. And sure enough, you know, we got to production. It wasn't without some long nights and some stress along the way. But we were able to get that done.

• 11:54Speaker 01

  And I think what was really important about that is kind of conveying to the people who are paying attention to our story and who are giving Open Door a second chance. Is that like, if an IR team of one is able to pull off all of these changes in like five or six weeks, imagine what our engineers are doing in that time. Imagine what our kind of AI enabled and AI built like ops folks are able to build. So the idea is that like, you're often more capable than you would think you are if you set like a quarterly cadence for yourself.

• 12:24Molly O'Shea?

  Why is it so important to innovate on IR in such a digital world now?

• 12:30Speaker 01

  No, I mean, you know, you and your audience, I feel like are a great testament. It's, you know, I don't retail is a word that, you know, I feel like other companies like refer to with, you know, a different like taste in their mouth. But for us, our mission is to change the way that like Americans like think about their houses. And I think that's such a core kind of just part of the American dream. And so with the advent of this summer and the, you know, kind of heightened attention that the business got, I think that us being able to show that we can meet the narrative where it is, rather than asking the narrative to kind of come to us on these boring, more institutional, more kind of classic like Wall Street forums.

• 13:14Speaker 01

  And really feeling like people have a say in how management speaks and kind of what kind of questions we answer. And so I think for us, it's really about just continuing to drive the transparency and acknowledge that this second birth came on the back of people believing in us. And so meeting those believers where they are, rather than forcing them into old Wall Street corners.

• 13:38Molly O'Shea?

  What's the hardest challenge you face?

• 13:40Speaker 01

  Keeping up with Kaz, honestly. He, the pace is pretty incredible. And I think, like I said, he kind of pushes each of us to expand what we think we could do, both in terms of the quality of the materials and, you know, just the different hats. Like I was saying, I used to have a few hats. I picked up more with Kaz joining, which is normally the opposite when a company grows like this. And I think just remembering again, how important that mission is and like using that as kind of the fuel to continue to get the things done that you can. So yeah, it's a, he sets a fun pace.

• 14:15Molly O'Shea?

  Is it cool to have an open army? What is that like?

• 14:19Speaker 01

  It's very fun. I don't have a sword to lead them into battle. I just get to read the safe harbor disclosures at the start of our earnings call. But no, we're incredibly grateful. We certainly don't take it for granted. And I think that we launched that website at [email protected]. And we really believe that because we want to be held to account. One, again, because we recognize how critical this community has been to giving us the second birth. And again, I've been here at Open Door for 10 years because I believe in this mission so much. And I think that you're still kind of hearing me keep going back to it so often is that, yep, the mission matters. And so having people who believe in that same mission,

• 15:00Speaker 01

  being able to hold us accountable is just kind of table stakes for the way we talk to our community.

• 15:06Molly O'Shea?

  Seeing what you've seen with a company sink down to a 50 cent share price, almost get delisted, get resurrected, and then go full speed ahead. How do you think about all of these other companies that are in zombieland that need some sort of like hail mary to get to the next stage? What kind of companies do you think are going to fail? And what do you think, I guess, to reposition it? What do you think is most critical for companies to accelerate and meet this next innovation cycle?

• 15:42Speaker 01

  Look, I think for us, or at least from what I've learned in my experience, it's we got this tremendous opportunity from this community that found us on the back of a couple of years of beleaguered stock price and declining sentiment. And when you're given a gift like that and a chance at a second act, you don't take it for granted, or you don't hide from it or run away from it. And so what happened to us isn't going to happen to every company, but every company should have their mission. And hopefully, the employees there believe in what that business is building. And when that mindset gets picked up from an external community, whether it's institutional investors, or a retail community, or the media,

• 16:25Speaker 01

  or kind of existing employee base, like it's don't squander that opportunity. Don't run away from it. It's like lean into where people are believing in you and continue to earn their trust as they kind of put it in you.

• 16:40Molly O'Shea?

  Since you are the arbiter of compliance, what is the most exciting thing that's going to get launched?

• 16:47Speaker 01

  Look, I think what, you know, when Kaz became CEO, we were all excited across all these dimensions, you know, just, you know, the quality of the work that he did at Shopify and like his brand recognition. But I think what's really powerful about what he built over there is what he did on the merchant services side of the business. So Shopify kind of pre-Kaz was mostly a software business. And by the time they left, it was the software no one else could kind of compete with on a price basis. And then they offered so many value-added services on the other side that it just created a real lock-in, but also providing value to the people on that platform. And I think at Open Door, we have an amazing opportunity ahead of us for. We have thousands of people who use our product

• 17:31Speaker 01

  to either buy or sell their home. And in the Open Door 1.0 model, there really wasn't a whole lot we kind of like did with them after or in addition to the transaction. And again, I'll let Kaz do the product launches, but I think him taking that same mindset of within this customer transaction, what else can we do that is going to be helpful to help you move on to life's next chapter? Because there's just so much that goes in with moving on to life's next chapter. And I'm just really excited with what we're kind of building on that side of everything.

• 18:04Molly O'Shea?

  Okay. Lastly, if you were a door, what kind of door would you be?

• 18:08Speaker 01

  I'd be open, Molly. Come on.

• 18:10Molly O'Shea?

  Why are some of these doors closed?

• 18:12Speaker 01

  Uh, well, I'm also the head of compliance. So there's sometimes I have to close them.

• 18:18Molly O'Shea?

  Thank you, Judd.

• 18:19Speaker 01

  Awesome. Thanks, Molly.

• 18:20Molly O'Shea?

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• 19:05Molly O'Shea?

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• 19:50Speaker 00

  We have very limited windows in which we can like spend more time. I don't want anyone focusing on the fourth thing. Like, unless, like, these are like, the requirements stated must all be fully fulfilled in the order they were stated, right? Like, I don't want, like, before, like, we move to number three, number one and two need to be true, and I'm okay with number four being zero. In fact, it's actually fucking ideal if number four is zero. Because then no one will, like, if something looks kind of good, it's very easy to ignore it.

• 20:32Speaker 00

  But it looks like shit, we will never ignore it, we'll fix it eventually. So please don't, like, don't.

• 20:40Speaker 00

  Wallpaper over holes is a bad idea, like fucking holes is fine. So like, the most important thing for all of us to do is make it very, yeah, and it's like that order.

• 20:48Speaker 03

  Yeah, so that's exactly what we are trying to say, like, so we are going with the priority. So the first two one is the priorities for us. The last two one is more, it's, I'm not saying substantive, it's more experience driven. That's, that's an ongoing thing, so.

• 21:03Speaker 00

  Yeah, we'll get back to it.

• 21:04Speaker 03

  We'll get back to that. For all, our primary focuses one and two. Make it safely. Uh, probably next two weeks, we'll spend more time testing this.

• 21:14Speaker 00

  My, my unit test for this will be this, to be very clear, I want to be very transparent, I think it's important to be a tester, shit. Like, in my, in my code. Like, my unit test will be this, I will take a page that is not on Bricks Next. I will take the URL, I will take a screenshot, I will go into fucking Claude, I will say, this is the URL, this is the screenshot, giving the output of it in Bricks Next. If that works, I will stop complaining about this.

• 21:38Speaker 04

  That's what we did for this test, actually. We did, we did like a, we did like a A B and like was.

• 21:44Speaker 00

  Yeah, but you guys did a thing with lots of people that our eyes on. I'm gonna find the jankiest, shittest page we have on Bricks.

• 21:50Speaker 04

  To me, to me, in fact, I think there's some, you know, like, we should sand out the edges, but.

• 21:54Speaker 05

  The point more is like, this is great for people that are very in the details on all of this. Let's make sure that like the person that has never seen Bricks Next and like.

• 22:01Speaker 00

  Yeah.

• 22:02Speaker 05

  Love solicitation on the phone for like our designers and engineers as well of like, take the hardest use cases that we know are gonna break.

• 22:09Speaker 00

  Yeah.

• 22:10Speaker 05

  See if they break.

• 22:11Speaker 00

  Yeah.

• 22:11Speaker 05

  And if they don't, come back, see what's wrong, what do we fix?

• 22:13Speaker 00

  Yeah, and that makes it more fair, like, like, that's, that's a goal. Hey, can we talk about Kailin for a second? With my continued yelling about the importance of monoril posts and demanding a, like, like, it's not me continuing saying rail is great, monoril posts are good. Like, I'm not gonna like, insist on technical choices around here, that's like, we're treating each other, people do that. I'll just nag them enough. Um, I am very bullish on Kailin. Like, like, Carl, I'm very bullish, like.

• 22:46Speaker 00

  Like, I watch YouTube videos at night of people building websites with Tailwind. I'm very bullish on it.

• 22:52Speaker 04

  Yep.

• 22:53Speaker 00

  Like, I want, like, once we're all done with this thing, I want someone to tell me why we're not on Tailwind.

• 22:58Speaker 04

  Yeah. Can I, can I say something about Tailwind?

• 23:00Speaker 00

  Sure.

• 23:00Speaker 04

  So, in the group that I assembled to kind of explore this problem in the past week, um, there are actually a lot of huge Tailwind fans, very much like you. They're like, if we start something from scratch.

• 23:11Speaker 00

  I watched a guy build an Albers website.

• 23:13Speaker 04

  No.

• 23:14Speaker 00

  It's the most fucking insane thing. Watched a guy rebuild Albers in Tailwind. He does the entire thing end to end live in forty-five minutes. It's a crazy fucking thing.

• 23:23Speaker 04

  Anyway, the, in, in this group, there were a number of folks who were like, I love Tailwind. If we're starting a project from scratch, that's what I would use. But then, everyone was in unanimous agreement that we have something that works today, that, and, you know, hopefully in demo we show you that we're actually very close. And it's like, we shouldn't be throwing that away. Like, it's like, yes, we, we like Tailwind, but we would still take this, this approach of investing.

• 23:47Speaker 00

  I mean, I want you to put yourself in the following position. Imagine that we're hiring a twenty-two, twenty-two-year-old grad, which is even better, a twenty-year-old dropout out of San Diego. This kid was at San Diego for a bunch of years. It's like, fuck this, I hate this shit. I'm gonna go work it over in door. What would be the stack that would make that kid happy? If the answer is, guys, Tailwind would be as marginally better, but not that meaningful, I don't care. Like, we should not move stacks for, like, fuck moving stacks.

• 24:14Speaker 04

  Yeah.

• 24:15Speaker 00

  Um, what we should do is just like, maximize upfront pain.

• 24:22Speaker 00

  Does that make sense? I do, but, uh, like, the thing you did just broke my brain, like, that's...

• 24:26Speaker 04

  Well, these things also pervade marketing, LCM, right? A bunch of landing pages. Uh, so that should be a consideration too, right?

• 24:34Speaker 00

  Yeah.

• 24:35Speaker 04

  How do you monetize or serve?

• 24:35Speaker 00

  Like, we don't want Morgan having to talk to an engineer to build a landing page. Morgan needs to build his own landing page.

• 24:41Speaker 04

  Yep.

• 24:42Speaker 00

  And like...

• 24:43Speaker 04

  And I think that's where we have the bonus.

• 24:45Speaker 00

  Yep.

• 24:45Speaker 04

  I mean, I don't know how to solve it, so...

• 24:49Speaker 03

  We need to get different landing pages and stuff because it also requires SEOs and stuff. So, this is vital.

• 24:56Speaker 00

  I wouldn't worry about it. I do not worry about it. I think like, my experience with open door landing pages was my first Saturday or Sunday where I was like raging at my keyboard at these two.

• 25:07Speaker 06

  Career speech, yes. I was in a parking lot updating HTML.

• 25:12Speaker 00

  I'm like, why can't I change this fucking page?

• 25:17Speaker 00

  So like, like, I think we've made progress in that. Actually, for what's with the, the fucking, um...

• 25:25Speaker 00

  The CMS we use.

• 25:26Speaker 06

  Content.

• 25:27Speaker 00

  Content. Seems to actually have a decent...

• 25:29Speaker 06

  It's not bad.

• 25:29Speaker 00

  Seems to have gotten better?

• 25:31Speaker 06

  Yep.

• 25:32Speaker 00

  So, yeah. I just don't wanna... Don't worry about like SEO stuff. Don't worry about like, like, like the, the goal of landing pages is this. They must be perfectly instrumented. And we can be able to spend a lot of them up very quickly. And we do not lose your time from that practice. Like, those are three things they need to do. They need nothing else.

• 25:55Speaker 04

  On the topic of instrumentation, Bricks Next actually has native, um, integration with Journey, which is our, basically our, um, analytics.

• 26:04Speaker 00

  Why, why is our instrumentation coverage so bad, piss poor then?

• 26:09Speaker 00

  Or isn't it? Like, maybe, maybe, maybe because it has our instrumentation is perfect. It's not bad. Like...

• 26:14Speaker 03

  No, there's work needed to be done.

• 26:17Speaker 00

  Like, what percentage of our pages do, you know, well instrumented?

• 26:23Speaker 06

  I think they're all instrumented. It's not consistent instrumented. Well, multiple lack of systems. Like, our, our side of ecommerce website, like the time lag between a server coming in to the home going on resale is like multi weeks, months.

• 26:38Speaker 00

  Yeah, yeah, yeah.

• 26:39Speaker 06

  That's where stuff gets confusing.

• 26:41Speaker 00

  Okay.

• 26:41Speaker 06

  It's not...

• 26:41Speaker 00

  Yeah. Hey, um, this was helpful. Thank you. I appreciate it. Um, can I please not come with an answer to these questions?

• 26:51Speaker 04

  We thought the best thing to do was to show not tell. If we went through that doc, I think we have spun our wheels.

• 26:56Speaker 00

  Um, thank you. Thanks everyone who worked on it. Um, when should I run a new test?

• 27:04Speaker 04

  You can try right away and, you know.

• 27:09Speaker 03

  We can do it today. Let's turn the page.

• 27:11Speaker 04

  Let's broaden it beyond CAS to.

• 27:14Speaker 00

  Well, a bunch of people.

• 27:15Speaker 04

  A bunch of people that are not the people that just worked on this should go do it.

• 27:17Speaker 03

  Yeah.

• 27:18Speaker 04

  Including like I went to Carolina, like the entire Poland team to really like get some reps here as well and make sure that we're.

• 27:25Speaker 00

  So do we, do we just break snacks for buyer-facing stuff too or just so?

• 27:29Speaker 03

  We do, we do like, we do.

• 27:32Speaker 00

  I'm for native.

• 27:34Speaker 04

  No, no, no, no, not native.

• 27:37Speaker 03

  Why are we use bricks next?

• 27:40Speaker 00

  What do we use in native?

• 27:41Speaker 04

  We don't use anything. I don't, I'm not. Well, we've got one, we have one app, but that's like, yeah, essentially, so it's just a side of the app. So, so Bricks Next allows us to have kind of write ones run everywhere across web and React Native, but not like the.

• 27:59Speaker 00

  I'm not going to React Native fight again. Dom will fly here from Poland and beat me with like my own face if I have a React Native fight again. Like Dom is raised at a fucking place.

• 28:09Speaker 04

  He'll have a bad reaction.

• 28:11Speaker 00

  Yeah. So React Native is very delicate for Dom's reaction. Okay.

• 28:14Speaker 04

  And, and for what it's worth, like if we're not going down the React Native path, then the tailwind path is actually kind of feasible because consolidating on Bricks Next, we're on one design system.

• 28:27Speaker 00

  The, the. You found it, Frank. Someone has found yet another reason why I cannot React Native with my company.

• 28:32Speaker 04

  The bones that is on is an open source library called Tamagoyi, which is this whole, you know, web and React Native bridge. We can, we can move away from it to something else.

• 28:43Speaker 00

  Alright.

• 28:44Speaker 04

  Once we're on. I imagine we just call it Decision Maker now then.

• 28:47Speaker 00

  Yeah, it's fine.

• 28:48Speaker 04

  Bricks Next and not for native.

• 28:49Speaker 00

  It's fine. It's, it's fine. It's, it's fine. Let's just move to next one. Okay, cool. Uh, anything else? We're getting the else covered today?

• 28:56Speaker 04

  How do we get access to this?

• 28:58Speaker 07

  I guess, just to make sure that we are on the, all on the same thing. We are, uh, Bricks Next is definitely great, uh, I guess, basically, we saw for, uh, customer-facing stuff. We wouldn't use that for internal.

• 29:10Speaker 00

  No, dude, for internal, no, no, for internal stuff, just let's not do that. Let's not fight ourselves. Like, like it's just totally not fucking worth it. Like I, I, I, I, I.

• 29:21Speaker 00

  I had this conversation with David, I think it was Pauline I've had this conversation with. Like, so many of our internal facing stuff are better designed than like our external facing stuff on top of bad APIs and bad databases. Like that's not like, this stuff, like we pay people, like the internal facing stuff can be just like whatever blank, like whatever thing you wanna grab, let's work at API layer.

• 29:44Speaker 00

  And then that's the secret thing I need to work on.

• 29:47Speaker 06

  It's not so secret anymore.

• 29:48Speaker 00

  Not so secret anymore? No, no. And I.

• 29:51Speaker 06

  It's a main secret.

• 29:52Speaker 00

  Has Dom flown here to beat you up too over this?

• 29:54Speaker 06

  No, he's already beating me up.

• 29:56Speaker 00

  Alright, okay.

• 29:59Speaker 08

  Just as an example from mortgage, because obviously we weren't familiar with it, how do we, or for bricks next? Uh, I think we wrote four hundred thousand lines of code, and I think we only wrote three or four hundred by hand. Um, uh, it's not always like perfect, and then internally.

• 30:16Speaker 00

  How dare you, four hundred out of four hundred thousand was not perfect?

• 30:21Speaker 08

  Um, uh, in, in the internal dashboard we go, um, I chose to use Tailwind going, just way easier, faster, way simpler, um, and it just rips everything.

• 30:33Speaker 00

  Can we just do that, guys? Can we just make that call? Can we just make the call that for internal should we use Tailwind? Yeah, that's same at.

• 30:40Speaker 07

  But let's, let's hold on with that, probably actually have a, or a suite for the new apps, shell, that. Uh, we did a research on that, what would work best for L L M specifically, to make sure that the actual way you can sell serve.

• 30:55Speaker 00

  Okay, Dom, I'm not, uh, I am very willing to be told, Kaz, you're wrong on this, but I would like that in a doc, like I've learned in two pages of why I'm wrong. Like, I don't, what I don't wanna do is wake up two years from now and accidentally have a team called Internal Platform Design System.

• 31:15Speaker 07

  You wouldn't have that, like, I would die of difficulty not have that.

• 31:18Speaker 00

  Okay. We had that too. I know, I know, I know. It's ancient people strong. I know, okay, cool. Hey, anything else? No? Um, hey, Chris, well done. Uh, I think it's the fastest mortgage launch in the history. When I got here, you were not, I was told it would take us two years to launch a mortgage product.

• 31:42Speaker 07

  You didn't say that, but yes.

• 31:44Speaker 00

  You were, you were, you, you didn't say it, you didn't say it, but like, it was said in that.

• 31:48Speaker 07

  Yes, I agree.

• 31:50Speaker 00

  It took us 10 weeks.

• 31:54Speaker 00

  We went to the first line of code.

• 31:56Speaker 08

  January 5th.

• 31:58Speaker 00

  January 5th till February, whatever the fuck day today is.

• 32:07Speaker 00

  Alright guys. Alright, now go, come on, do as well. Thanks guys. Thanks, James. Cheers.

• 32:20Speaker 00

  I think we have our 101. Okay, I'm going to go next to our friend. Thanks guys, thank you.

• 32:31Molly O'Shea?

  Yeah, we're gonna.

• 32:32Speaker 00

  Good work.

• 32:35Speaker 05

  You're gonna finish setting up the cameras in a 101 time.

• 32:39Speaker 05

  Please, in place. Yeah, it's gonna be in. Okay. Okay.

• 32:55Molly O'Shea?

  Hey, it's Molly. If you enjoy our interviews, check out our newsletter, sorcery.vc, where we deliver a once a week top deals and tech headlines email, and also go deeper on our podcast interviews. Subscribe to Sorcery today. And don't forget to subscribe to the podcast on YouTube, Spotify, Apple, or wherever you listen. Link in description to sign up.