Postman

The breadth of learning here is unmatched. In over four years, having also worked at FAANG companies, I can say there are very few places where someone gets the opportunity to work directly with the CEO and have that level of strategic exposure.

Visibility is high across the board, and what makes it truly exciting is the absence of rigid ownership boundaries. If you identify a problem worth solving, you own it and drive it — with no bureaucratic gates.

The shift toward agentic platforms is creating a massive wave of change, not just within Postman but across the entire SaaS industry. For a company with the distribution and customer base we have, the TAM opportunity is enormous — provided we invest in the right areas and build momentum quickly.

For a company that is 12+ years old, the core infrastructure platform is surprisingly immature. Migrations that began 2–3 years ago remain incomplete with little tangible outcome to show, and this needs to be a priority.

There is significant leadership layer bloat with a lot of heads being hired for specific areas. Streamlining this and maybe providing opportunities internally would be a better way to drive outcomes.