The hardest thing about building @harvey is doing what’s best for our customers despite immense pressure to do what’s easy. The easy thing would have been to force our customers onto consumption pricing before they were ready and serve them worse models to protect our margins. We chose to help our customers transition on a timeline that works for them and give them the best models in the meantime, even though it hurt our margins. This meant optimizing our product through routing, harness improvements, and post-training so we could serve frontier intelligence at an affordable price. It also meant building the infrastructure for customers to monitor and manage spend: usage dashboards, per-matter cost attribution, spend caps, and ROI reporting. As a result, we improved our gross margins from -50% to positive in a single quarter despite usage doubling month over month and continuing to serve the best models. Our philosophy is simple: do what’s best for our customers, even when it’s painful, hurts our margins, or draws criticism from competitors, X, and the press. We believe the most important part of building a company is earning and keeping your customers’ trust. You do that by doing the hard thing for them, even when it costs you.