With Scott Orn

A Startup Podcast by Kruze Consulting

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Scott Orn

Scott Orn, CFA

Evan Meagher of CoreWeave explains how CoreWeave provides cloud infrastructure for companies, and discusses working as a remote CFO

Posted on: 02/08/2022

Evan Meagher

Evan Meagher

Chief Financial Officer - CoreWeave

Evan Meagher of CoreWeave - Podcast Summary

CoreWeave provides companies with compute products on an enterprise scale, supporting intensive workloads. CFO Evan Meagher talks about setting up financial systems and processes to keep the company running smoothly.

Evan Meagher of CoreWeave - Podcast Transcript

Scott: Hey, it’s Scott Orn at Kruze Consulting, and thanks for joining us on Founder & Friends for another awesome podcast. Let’s give a quick shout out to the Kruze Consulting accounting team. We’re very fortunate. We have a ton of people at Kruze who work on the monthly books for our clients and get them all set up, due diligence ready, rocking every month, answering all the clients’ questions, making all those adjustments. There’s no better moment for a founder, and for us really, when a founder says, “Hey, I think I’m going to get a term sheet. Are my books ready for diligence?” And we get to say, “Yes, they are. Fire away. Send them over, give them access.” That is a great feeling. It’s the feeling that lets us know we’ve done a job very well done, and nothing is better than watching that cash in the bank account. So, if you are a venture backed startup, you’re going out to fundraise, maybe check us out, check us out We love what we do. At taping here, I think we have 575 clients. Clients raised over a billion dollars this year, so we know what we’re doing, and hopefully we can help you be successful in your fundraise. All right, let’s get to the podcast. Thanks.
Singer: It’s Kruze Consulting Founders & Friends with your host Scotty Orn.
Scott: Welcome to Founders & Friends podcast with Scott Orn at Kruze Consulting. Today my very special guest is Evan Meagher of CoreWeave. Welcome, Evan.
Evan: Hey, thank you. You got the name right. I’m very pleased. It’s my seventh time on the podcast, and number seven, by God, we got it right.
Scott: We got it right. We got it right. I’ve learned. You’re also my friend. That’s actually even more embarrassing [crosstalk]. You’re Evan to me, so… Well, hey man, since we last talked last year, you’ve got some very exciting announcements. Do you want to give the folks the quick update on where you are and what you’re doing?
Evan: Sure. I mean, when I first came on the podcast, I was at a company called SigFig, which is still doing great rock and rolling. For another four years I was at Logikcull in the e-discovery space, obviously learned a lot there, made a lot of great friends. Actually, in January we spoke personally as I was evaluating this job opportunity at CoreWeave and you were very helpful in your assistance just thinking about the opportunity, thinking about the offer and so on. So yeah, no, I joined a company called CoreWeave. We are, I believe, the largest sub-hyperscale GPU Cloud in the United States. So, for the non-hardware people, a GPU is basically a graphic processor unit and that’s like a really versatile piece of hardware. Here’s the really layman’s way of thinking about it. Think of something cool a computer does. The GPU is basically what’s doing it. So, it processes graphics as the name suggests, but it can also mine certain Blockchains. Excuse me, not Bitcoin. All of Bitcoin mining is typically done on ASICs, application specific integrated circuits, which are very specialized hammers that hammer one kind of nail. A GPU is very versatile. It can do a lot of different things well, and so what we do is, the guys who founded it are a very smart founding team who had come out of commodity trading and they started as a hobby with one GPU on a desk in their downtown Manhattan office. Over time during crypto winter when asset price collapsed, a bunch of people were blowing out their hardware, they very opportunistically acquired more and more and more and more GPUs to the point where we’re the largest GPU Cloud provider outside of the GCP, Azure and AWS.
Scott: I love it. So, basically, you’ve gotten the [inaudible] on the speed dial or they have you on the speed dial.
Evan: Yeah. Yeah. We’re an elite partner.
Scott: And when someone doesn’t want to buy a crazy amount of those, they can use your Cloud and do all the analysis. It’s probably an amazing cost benefit for them and probably convenient, right? Just makes spinning up GPU Clouds so much easier, I would think.
Evan: Yeah, yeah. I mean, one thing our CTO always says… our CTO’s a funny guy. He was on Bloomberg and he’s like, “We’re not here for your WordPress blog.” I just said, “We just don’t make sense.” AWS and Azure and those guys, they’re built kind of to be all things to all people. They’re really built to be all things to almost all the people, and 99% of that market, honestly, there’s a lot of software tools that they offer that are… They try to make it as easy as possible to migrate to the Cloud and they do a great job. There’s this 1% of the market, and that market is trillions with a T, right? It’s a massive computer market. Those guys, for really accelerated, burst compute, like really concentrated computational power, like a visual effect rendering, pixel streaming, which is just kind of like in browser rendering, basically. We have a partnership with Epic Games, the Unreal Engine, so for immersed-
Scott: Oh, I didn’t know. Okay, that makes sense. Yeah.
Evan: Immersive in-browser web experiences with rendering in real time, that’s very compute intensive. Batch processing, we have a customer that takes our GPUs and folds a complex protein molecule on itself 50 million ways to see how that would impact early stage drug discoveries.
Scott: Oh my God, that’s so cool.
Evan: Yeah. And then AIML ops. We have a customer who serves 60-70 million unique text messages per month in a Dungeons & Dragons type game. You basically say via SMS what you want to do in the game. It doesn’t query a stock database of decision nodes. It’s like, no, no, the AI engine responds in real time. Like, “Okay, you attack the dragon. The dragon breathes fire.” Whatever.
Scott: That’s awesome.
Evan: Yeah. So, it’s pretty cool stuff.
Scott: I love protein folding stuff, because I remember I did investment banking and we did some investing at Lighthouse and biotech companies, and it was always like, you could do the genome, but you couldn’t do proteins. The compute requirements were like a thousand X or whatever, maybe 10,000 X. I don’t even actually really know. So that’s pretty amazing to me that we’re sitting here in 2021, end of 2021, and your company can enable that now. That’s super cool.
Evan: Yeah. I mean, I can’t take any credit for it. Obviously, I just count the beans. But we were given a ton of free computers away to people who were working on using AIML for COVID research, for example.
Scott: That’s awesome.
Evan: When you start hearing about what these people are doing with incredibly… I mean, we all know, the phones that we have in our pockets are 10,000 times more powerful than the computer that put Apollo 11 on the moon, which is a little bit… That breaks your brain when you really think about it. But the things that people are doing with AIML, the world’s going to be very different for my son when he’s 20 than when I was 20. It’s going to be almost unrecognizable.
Scott: Yeah, I totally agree. Also, are you doing any… I always thought autonomous vehicles use a lot of GPU stuff. Is that some place that you guys play, too?
Evan: I don’t believe we currently have any customers in that use case. I believe, and I’ll probably get my wrist slapped for talking out of turn because I’ll probably just be totally wrong, but I think that their usage consistency, it’s sufficiently consistent and large that I think they have their on-prem servers themselves.
Scott: Oh, that makes sense. Yeah, yeah, yeah, yeah.
Evan: Also, those guys are so well funded that they can build a server [inaudible] and it’s fine.
Scott: Yeah, yeah, yeah, yeah. They do. They don’t need to share a Cloud.
Evan: No.
Scott: So, the other good news is CoreWeave just had a very exciting announcement. Do you want to share with the audience?
Evan: Sure, yeah. We raised a big round from Magnetar Capital. We raised $50 million from those guys. If there’s one thing… I’ve been really lucky in my career. I’ve worked with some fabulous founding teams, and what these guys have managed to do in terms of being incredibly scrappy and boot-strappy, and to get to where they got to in 2021 on really not a whole lot of money, effectively self-funding, is borderline miraculous. So now the time is, the unit economics are so attractive that it’s time to pour gas on the fire, staff up, the stuff that when you’re building a company, it’s duct tape and bailing wire. It’s MVP, minimum viable product, and now the time is like, “All right. It’s time to put steel in the ground,” so to speak. Really build the infrastructure.
Scott: I love it.
Evan: Part of that is on the accounting, and HR, and legal, and risk side, the stuff that falls under the office of CFO. But also, just on the inside. They really built products that VFX Studios that make movies and shows that you’ve seen, like rely on, but to think of what they’ve accomplished prior to getting on board and now to be able to deploy tens of millions of dollars to scale, it is pretty exciting.
Scott: Well, I remember when you were interviewing there, and you’re right, just from the stories you were talking about, they had a… It was kind of a capital-intensive business, too. They had to be pretty smart about how they financed the company and financed all the GPU purchases. So, it’s amazing how far they’ve made it.
Evan: It’s not like Enterprise SaaS, which is where I spent a lot of my time previously. Enterprise SaaS, I don’t know, add up all your SaaS customers’ fixed assets. It’s less than ours. You got like 500 customers, and unless someone capitalized the ping pong table, there’s no fixed assets, right? So that’s definitely new to me. It’s also new to me working at a profitable cash flowing company. Silicon Valley, it’s like, “Hey, NOLs for days, baby.” But actually, managing your tax liability just strategically, that’s a new challenge for me as a CFO, and I like learning new stuff, so that’s fun.
Scott: I would think so. But also, it’s cool… I remember we talked briefly, and you were a Kruze client for a while, about how exciting it was for you as a CFO to be able to put a lot of infrastructure in place and kind of build it how you want it. So, when you come through the fundraising and all of a sudden you’ve got cash and the company’s profitable, did you have a mental checklist? Or what were the things systems wise you were looking at that you wanted to get in place?
Evan: Oh, just a couple small things like a billing system, ERP, a payment processor. All of this needs to talk to the CRM. Currently they do not. That’s a problem. Any tax collection, Nexus evaluation, like remission software like Avalara or TaxJar. On the expense side, probably something like Airbase, Divvy, Ramp, one of those. I’m really excited about the… I think they’re all converging to what Airbase is doing, which is all three legs of your non-payroll spend. So, T&E, your corporate cards and traditional AP. So, a killer, an Expensify killer and an AMX or Brex, whatever. I’m assuming, and if they’re not, the guys at Brex and Divvy and Ramp and all these companies are smarter than I am, but I would assume that they are following the path of, we have to offer all three because that’s the greatest value. [crosstalk].
Scott: Yeah, you’re trying to assume they’re all-
Evan: I kind of assume they’re all going to converge to that singularity.
Scott: They’re all converging. They’re all going to be mirror products. I think what’s cool about Airbase, and I’m a tiny, tiny, tiny investor in Airbase, is they have the integrations with some of the bigger banks or credit card companies.
Evan: Yeah, totally agree.
Scott: And they’re-
Evan: By the way, I had the opportunity to invest in Airbase through a group that we’re involved in and the timing was bad and I didn’t have… I’m throwing this out. Airbase, reopen the round to me. I’ll invest now. It’ll be like a $5,000 check.
Scott: Yeah, yeah. Yeah, totally.
Evan: But honestly, I really love what they’re doing.
Scott: But you’re right. Brex, Ramp,, they’re all… It sounds like… I’ve actually made some videos on this because it’s actually fascinating to me. And meanwhile, AMX is still impossible for us to use as an accounting firm with 600 clients.
Evan: Yeah, it’s crazy, right?
Scott: Believe me, we wish we could just rip and replace every AMX client we have, get them out of that-
Evan: [crosstalk]. Exactly, yeah.
Scott: … Because it’s such old school software and the connections break or we get locked out all the time. I don’t blame the clients. Sometimes they’re like, “Are you guys incompetent?” And it’s like, “No, you’re using a terrible software solution that we tried to talk you out of five times.” So, it’s just a total innovator or group of innovators coming into the market, just going to smack… I don’t know if you saw, but we published a bunch of credit card market share data and it got people… People got upset, people got happy depending on which side of it you’re on. But AMX and Chase have lost just, I think 30% or 40% of the market share within Kruze clients. It’s crazy what’s happening because they just have crappy systems. So, it’s a fun time to be putting this stuff in place for you because you can do it right and it’s going to be the most… It’s going to save you a lot of time and you probably won’t have to hire an extra staff accountant than you need to. It’s amazing.
Evan: The ROI is very clear.
Scott: Yeah, it’s amazing.
Evan: Other than your bias as an investor in Airbase, do you… I’ve actually heard great things about Ramp. We were onboarding Ramp just as I was leaving Logikcull, and they rave about it. They really like it. I don’t think they have all three legs of the stool just yet, but I think that was in their roadmap. I might be off, by the way.
Scott: Yeah. Well, first of all, stay tuned for a future podcast with the Ramp exec team, because I’ve already scheduled that.
Evan: Oh sweet.
Scott: But yes, we actually like them a lot. The story I like to tell is Brex came… This is turning into a credit card podcast.
Evan: Yeah, that’s fine.
Scott: But Brex came out of nowhere probably maybe five years ago now, and we were a little skeptical, frankly, because it was a startup and credit card. And I’ll never forget, Michael Tannenbaum, their CFO came to our office multiple times and met with us and was like, “Just give it a try.” And Michael was at SoFi and I had been an investor in SoFi, a small investor in SoFi. I knew he knew what he was doing and I could background check him and everything. So, we started doing it, and it got rid of this AMX, Capital One, Chase problem for us. So, we really went whole hog on Brex. And Ramp came out and it looked kind of like a Me-Too product at the time.
Evan: It did look like that at first, yeah.
Scott: Yeah. But they’ve actually executed really, really well. Their tech roadmap has gotten really, really good. And so, they’re both kind of getting to parity with each other and adding each other’s features. Then Airbase, we had been talking to Airbase for a long time and they were leading more… I think they had this amazing asset in the software system they had built, but were caught kind of talking about cards too much. And they pivoted that message over a year period and the market loved the software system message, and that’s what allowed them to raise around and has made them successful. So, it’s those three plus… And saw what was happening and so they bought Divvy, and so it’s those-
Evan: Oh, they did?
Scott: Oh, yeah, yeah, yeah. owns Divvy. And then Expensify came out with cards, too. Expensify, for those that don’t know, had actually started as a virtual credit card company 12 years ago. No one wanted it.
Evan: Yeah, a long time.
Scott: So, he pivoted the company to expense reports that people did want.
Evan: Right, [crosstalk].
Scott: Meanwhile, the market came all the way around, so it’s a cool market. It’s definitely going to be an awesome business case study for people in the future. But we actually work with all of them.
Evan: I’ll end up writing it. You know that I still write case studies at Kellogg.
Scott: Do you really? Oh, you should totally. I mean-
Evan: Kellogg and HBS.
Scott: Yeah. Yeah, yeah, yeah, yeah. So, I mean, that’s going to be cool. And then you guys are looking at a bit… ERP, what are you looking at and what’s the decision criteria?
Evan: Yeah. NetSuite/Intacct. Those are the two… I always try to have… This is my… It’s like the Irish Catholic guilt in the back of my head. If I know… I always be like, “I’m not doing my job and earning my paycheck unless I get three vendors. I need three proposals, then I know I’m not getting rooked.” But sometimes it’s just Coke/Pepsi. You don’t need to throw RC Cola in just to get a bid from RC Cola.
Scott: You could throw Workday in there, but that would be so overkill.
Evan: Yeah, that’s massive overkill. And something like FinancialForce should be a great project. If you own the CRM piece, and Salesforce owns it, let’s make no doubt about it. I have a love/hate relationship with Salesforce. Currently the version that was instantiated, CoreWeave was actually done right from the beginning. But most companies that’s not the case, and certainly not… We’ve talked about it. It’s a massive pain point at Logikcull, just a bad foundation, very hard to build a house on it. But if you own that piece of the stack, logically it ought to be easier for you to offer an ERP that just goes together like peas and carrots with the CRM that everyone uses, but they haven’t been able to do it.
Scott: I know.
Evan: There’s some things that just aren’t in the DNA, and that’s just not in their DNA, you know what I mean?
Scott: Yeah, yeah, yeah. They’ll probably have to buy someone or something like that. I keep an eye on them, too. Because I’ve also thought they should just build a QuickBooks competitor because they’ve got all that data. But who knows? Who knows what they’ll do. So, Intacct and NetSuites.
Evan: But yeah, it comes down to NetSuite or Intacct.
Scott: Hey, it’s Scott Orn and we’re going to take a quick break from podcast to give a shout out to the Kruze tax team. Gosh, it’s so nice to have an in-house tax team. I can’t even tell you. We have some really amazing professionals on the team. It’s over… I think it’s 13 people now, and we do everything from your federal/state income tax return, state franchise tax filings, R&D tax credits. Those are pretty popular these days. And guess what? They’re there for you when you go through diligence. A lot of people don’t know this, but you actually go through tax diligence, not just operational kind of financial diligence, but you do go through tax diligence. So, it’s nice to have Vanessa Kruze on the phone with your VCs and with the accounting firm they hire to diligence all your stuff, and the law firm they hire to diligence all your stuff. Vanessa knows what she’s doing. She’s done this a million times, and it’s not just Vanessa. We have a really great team of tax professionals that will do those calls, too. It’s sometimes a difference between getting around close or having it take another two weeks because something was disorganized and the tax compliance wasn’t done correctly. We hear those horror stories from clients that come to us. So, hey, if you want Kruze’s tax team on your side, we’re here for you. Check us out at Thanks. We don’t use NetSuite that much, but it’s usually for clients that are kind of transitioning out of Kruze.
Evan: Transitioning [crosstalk].
Scott: We’ll get them like the last six months. We’ll get them up and running on it, and still work to do, but they’ll be bringing their accounting in-house at that point anyways. But we don’t really do much on Intacct. What are you seeing as the differences between the two?
Evan: I think that they are very close to product parity. I think NetSuite had two advantages over Intacct which is they were a private company longer. They were founded before Intacct, obviously, and they were, I think… By the way, someone could fact check this and be like, “Oh, no. It’s not really as much.” But anyway, I think that they were a private company longer before getting acquired by NetSuite. NetSuite was independent before it’s Oracle acquisition for longer than Intacct was independent before its Sage acquisition. And I think NetSuite has had more time since that acquisition with big company resources than Intacct has had with Sage resources. So, I think that there’s a little bit of a head start, but as a species we’ve figured out how to write accounting software. There’s a debit and there’s a credit, and it’s kind of what you see is what you get. So honestly, I think if you put them on two screens next to each other, as long as you removed any branding, I literally, I’m going to look at an AR ledger and they’re going to look identical. I’m going to look at my P&L by month and they’re going to look almost identical because, again, we’ve just figured out how to write accounting software. So, I’ll say two things. I think Intacct has mostly closed the gap on product functionality, but there’s probably a little bit of a gap. I don’t know if it’s 2% or 5% or 10%, but there’s a little bit. But I do like that Intacct, they have a little bit of that… I don’t know. I’m dating myself because I’m old. But if you remember the ad campaigns from the ’80s, like Avis, “We’re number two. We try harder,” you know?
Scott: Yeah, yeah, yeah, yeah.
Evan: If you’re not the leader in the space, you kind of have to… And NetSuite’s got a lot of great things going for it. Had it not [inaudible]. Your marketing guy gets mad when I say negative things. I’m trying to stay very positive here, Scott, but had a slightly negative experience with the NetSuite just service teams. It was really hard to substantiate and blah, blah, blah, blah, blah.
Scott: It’s been part of Oracle for a while, too. It’s like… You know?
Evan: Yeah. But my contact there who originally sold me NetSuite four or five years ago at Logikcull, he’s great. He actually got promoted to sales manager and he actually also moved to Denver, so he’s 20 minutes away from me now. And he’s great, and honestly, it does make life easier when you’re talking to some… I had a very candid conversation with him yesterday. Like, “Hey man, we’re on the fence. Ultimately price is a big driver. It’s not the only driver, but if we can get a bid from…” Because it’s going to be more expensive to instantiate NetSuite. Intacct does that kind of on the house.
Scott: Oh, interesting.
Evan: They have a good reputation for it whereas NetSuite’s suite success team, I’ll just say on the operator’s guild email list that we’re a member of, the less said of NetSuite’s success team the better.
Scott: Yeah, you always want to use a third-party consultant for that. [crosstalk].
Evan: Exactly. And that’s going to cost more money.
Scott: Yeah.
Evan: But that’s going to cost more money, but it helps to be able to have a very candid conversation. So, we’ll see. I’m still awaiting a kind of… One thing I hate about ERP pricing is that it’s sort of like the new Relic pricing, which is like, “Okay, what’s the real price?” It’s like, “Well, our rack rate is 150 per server per month.” And I’m like, “Yes, I know. No one pays that.” And then like, “Well, but for your special deal.” And it’s like, “Oh, really?” [crosstalk].
Scott: Am I getting a special deal or am I getting the first tier down deal?
Evan: Yeah, this is the Joseph A. Bank pricing model, and I hate that. I like companies that put the price up on the wall and say, “Hey, take it or leave it.”
Scott: That’s what it costs. Yeah, yeah. Yeah. The other thing I wanted to cover with you was the fact that you’re a remote full-time CFO.
Evan: Yeah.
Scott: It feels like the market has gotten comfortable with Kruze’s example of this. We’re remote. People don’t really… We used to tell people this. You probably don’t want us to come to your office and waste a bunch of time, and it wastes a lot of our team’s time. We’re less productive and most of them believed us until COVID and now everyone believes us. But you’re doing it full time, which I 100% believe in, but I kind of want to hear your experience. And also, how did you convince the management team or were they already just super cool with remote and just wanted to find the best CFO they could find?
Evan: Yeah. I think COVID changed… I would’ve probably said, yeah, you can’t have a leadership team that’s geographically far flung. And then COVID just like, oh, like forced us to try something and as it turns out it really works. My commute is 90 steps. It works.
Scott: Well, you and I are both at the same point in life with small children, too-
Evan: Exactly.
Scott: … Where every 15 minutes you can get at home is actually better for your relationship and better for your kid, and happier for you.
Evan: Totally. Yeah, and they already had a founder who was in Montana and the company’s headquartered in New Jersey. That’s where the rest of the brain trust is. Controller is now in Austin and CFO in Boulder. I just think post COVID, it works. The data’s there. I mean, if I was not showing up to work, that would be a different issue, but I do, so it works out. Yeah, it works out fine.
Scott: Were you nervous about it? Like, “Oh man, I might not be able to get these people’s attention.” Or, “I can’t storm in someone’s office.” Or you were just good with it, too?
Evan: No. I don’t do a lot of office storming even pre-COVID.
Scott: I’m being dramatic.
Evan: No, I get it, yeah. No, for sure. I think by the time I started with these guys, COVID was already one year old. It didn’t even enter my mind because it was so clear that we were going to be remote only. My last company, Logikcull, within three weeks of COVID in April of 2020, closed down the San Francisco office and the CEO moved to Bend, Oregon and said, “We will never have another physical office again.” Now maybe that’s true, maybe it’s not. But for the time being, fully remote all the time. So last year, we left San Francisco in October with a four-month-old baby. We were in a 700 square foot rent controlled apartment for 11 years. We crazily drove cross country. We drove to Boulder, Colorado, spent a month there. We drove to Austin, Texas, spent a month there. Went to New Orleans, spent a month there. And we were going to go to the East Coast so that Jude, my son, could finally meet his grandparents, but then the Delta variants [inaudible] up. And meanwhile, we had fallen… We were evaluating mostly Austin and Boulder vis-a-vis of each other. New Orleans, great to visit. Don’t know we were ever going to seriously consider moving there. So, we fell in love with Boulder, fell in love with this house. But we went back from New Orleans to Boulder and bought this house and here we are. So, at that point, I was kind of an itinerant nomad of the financial landscape. I was only looking at jobs that were going to be remote. Frankly, most people had already gotten there psychologically.
Scott: I remember you were doing that tour, and that actually was very… You were a great role model for me because we were in San Francisco and needed to change things up. We moved to the burbs, too, and I’m loving it. It’s so easy, and plenty of space, and green stuff to look at-
Evan: The space is the-
Scott: … And no freezing wind in San Francisco. It’s like, “Oh my God, this is so nice.” So, thank you for being a good role model for me. And I remember you’re trying out multiple cities. I was like, “That’s really smart. A and B testing.”
Evan: Yeah. I mean, it was wild. I don’t recommend driving cross country with a four-month-old baby. But it worked out.
Scott: No, no, no, no. That’s tough. That’s tough.
Evan: And you know what? Honestly, here’s the thing. A lot of people, when they hear you moved from San Francisco, they just assume that’s an invitation to talk shit about San Francisco. And I’m like, “You keep San Francisco’s name out your mouth.” I miss San Francisco every day. My wife doesn’t. My wife’s more of a country person. I’m more of a city person. But San Francisco’s the only city I ever want to live in. I don’t want to move to Seattle, or even my hometown of Boston. Or Denver, like no. If I want to live in a city, it’s San Francisco.
Scott: I’ve always thought Seattle was pretty cool. I enjoyed going there.
Evan: Oh, it’s beautiful. Don’t get me wrong. I love to visit that place. But to me, San Francisco’s the city. It always will be, you know what I mean?
Scott: It’s a great place.
Evan: So, I miss it every day, but I don’t miss living in a 700 square foot apartment, having neighbors that are a pain the neck that are right up above and next to me. Yeah, so I don’t miss all of that, but do I miss cruising around San Francisco on my motorcycle? Absolutely. I miss the restaurants. I miss my friends. But I got a son and he gets to look out at the lake in the Rocky mountains, so it works out.
Scott: You know what the other thing is, which we experienced immediately when we moved to the burbs was the density of young families. And part of it was COVID, so our daughter was born a year-and-a-half after COVID or a year after COVID, but we never really got to do a lot of play dates and things like that.
Evan: Oh, yeah. No.
Scott: Then we got out here, and that was kind of also when things were lifting and things like that. We’re back in another cycle with the new variant. But having young families around you everywhere is very nice. I can tell it’s good for my daughter. So that’s also been the nice thing. It’s not really San Francisco’s fault that there’re not a lot of young families there, but it’s nice that where we moved has that. So, it’s been a good quality of life improvement.
Evan: Yeah. I would say one other thing, that you can’t control for this. You can’t control for who your in-laws end up being when you fall in love. I would say a huge part of why we are so happy here is that we just have these next-door neighbors, they were over here last night for cocktails, who are just amazing. They have five kids. Two of them sometimes watch Jude. So, a shout out to the Muellers. But you can’t know that when you’re home shopping. Are the neighbor’s going to be jerks or are they going to be great? In our case, they’re our community, so shout out Muellers. But you can’t do diligence when you buy a house. You just hope to get lucky, and we got really lucky.
Scott: Got to get lucky, but it makes a big difference. It’s really nice.
Evan: Absolutely.
Scott: All right, man. Well, I really appreciate you spending time doing the annual podcast. I think this one was good-
Evan: [crosstalk].
Scott: … Especially all the systems talk, and I’m really happy for you. You found a great company, and the world is going GPU crazy, basically. You couldn’t be in a better spot.
Evan: Well yeah, thank you.
Scott: So, kudos to you. Kudos to the management team for hiring you, and I look forward to seeing what you guys accomplish.
Evan: I appreciate it. I would say, I think Scott is too humble. He wasn’t recording earlier on when I was just thanking Kruze for a job really well done. We were not in their ideal customer profile. I’ll just say it, we were a pain in the ass. But they did great. They did exactly what I needed them to do, so I’m going to buzz market Kruze.
Scott: Thank you.
Evan: They got me through 2021 to the point where I can instantiate a NetSuite or Intacct or whatever else, so I’m thankful for that, so I want to sneak that in at the end.
Scott: Our pleasure and great working with you. I’m excited, man. You’re in a good spot and I can’t wait to see what you… This is going to be a big company I can tell.
Evan: Oh, [crosstalk].
Scott: The giant hedge fund that gave you money was very smart. That’s a good investment.
Evan: Yeah. I don’t think that you get to 12 billion in assets by being dumb.
Scott: Yeah, I don’t know. You never know. All right, buddy. Take care. Happy holidays, and we’ll see you in 2022.
Singer: It’s Kruze Consulting. Founders & Friends with your host, Scotty Orn.

Learn why Kruze Consulting is one of the leading accounting firms in San Francisco and Silicon Valley by serving funded, early-stage companies. Our clients have raised over $10 billion in venture capital and seed financing, and our research and development tax credit work has saved clients millions of dollars in burn rate and payroll taxes. Contact Kruze to learn more.

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