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Revenue, Revenue_USD, Revenue_new, rev2, customer_revenue. Do you recognize these? They might be the column names you might find in your BI or analytics tool. Which is the one to use?

You pick Revenue_new (it’s new, after all!) and proceed with your analysis. A few minutes into the meeting with the sales team, the group startles: the data doesn’t match their expectations.

Something’s wrong.

What data are you using?! Revenue_new? Oh, Revenue_new is the old column. The company moved to customer_revenue last quarter when we hired a new VP of Finance and they updated the definition.

Traditional software was initially sold by perpetual license. Then in the mid-00s with the advent of SaaS, the market shifted to per seat per year pricing. And simultaneously, freemium marketing strategies blossomed. Freemium companies provide software for free temporarily to entice users to try and use the product. Eventually, these users cross a threshold and convert to a paid subscriber. This threshold can be based on number of people using the product (Expensify), number of documents signed in a month (HelloSign), or additional product features needed by users (Yammer).

As I’ve explored web3 I’ve been forming a mental model of the major innovations powering this enormous wave of innovation. At the moment, I see four clusters:

1. A permanent ownership record that exists beyond and outside a company. The photos I take, the movies I buy, the music I rent, the emails I write and receive, the messages I send - all of these are captive. They exist within a database controlled by Google, Netflix, Spotify, Gmail, WhatsApp. If these services disappear, so does my ownership/rentership record. In a future where digital assets are worth not $10 or $20, but hundreds or thousands of dollars, ownership that survives a company becomes an essential substrate of commerce.
2. Paying customers in “equity.” Internet hegemons have decimated entire spaces: social networks, advertising technology, video streaming and rental, paid email, infrastructure. Their economies of scale and network effects mount significant barriers to competition. What’s a startup to do? Compete on a different axis: reward users with tokens. A social network rewards its most valuable users in the coin of the realm. Same for music or file storage or graphics processing. As the network becomes more valuable, so does the user’s stake in the company. Web3 companies employ tokens to reward their customers for providing value. Because this technique is so new, startups have the upper hand: Innovator’s Dilemma redux.
3. Regulatory arbitrage. Twenty years ago, startups IPOed after 4 years. Today, it’s 12, driven by several factors but regulatory costs present the principal one. Crypto companies access pools of capital web2 companies cannot because the regulation doesn’t exist. Where nascent rules are present, the regulation isn’t yet a warren of legalese- yet. Within this freedom to maneuver, Defi protocols invent new financial instruments. The perp, a perpetual swap, has become the most traded crypto derivative). Perps don’t exist outside crypto.
4. DAO/Foundations: open-source software is arguably the most important motive force powering innovation in technology. Open-source software powers every server and most software. Crypto empowers open-source projects to monetize their innovation in a way web2 never achieved. DAOs bind the loose community of open-source software contributors through tokens. Tokens provide an ongoing financial link that aligns long-term incentives. Foundations endowed with significant token stakes fuel the ongoing protocol development, balancing the capitalism needed to fuel progress with the benevolence intrinsic to the open-source ethos.

But, wait. There’s one more!

There are roughly 27m software developers in the world. Only about 18k of them, or 0.07%, work on crypto or web3 every month.

Those 18,000 active engineers have created $2 trillion in market cap across the top 100 projects - $112m of value per person.

With such massive potential impact, why are there so few engineers working on web3?

Crypto is young. Crypto is volatile. Crypto requires learning new languages.

Every quarter, RedMonk publishes a chart of the most popular developer languages. The two most popular languages for authoring smart contracts are Solidity for Ethereum and Rust for Solana and Cosmos, circled in red.

Before a startup is founded, no stock exists. By the time it’s public, more than 100m shares exist across hundreds of shareholders (employees, institutional investors, retail investors). Through its life, the company might buy back some shares, destroying them and reducing share count.

The startup can inflate share count by creating shares. Conversely, the company can deflate share count by buying shares and destroying them. Over the life of a company, share count can vary significantly.

Could Instacart’s self-repricing become the first of many? It’s quite possible. The company announced it would mark its shares to a market price 40% less the last round.

In a fundraising environment awash with capital and term sheets lapping up on the front doors of many startups, why might we see more self-repricings?

Talent. Startups appeal to candidates span many dimensions: influence, category creation, smaller teams. But lottery-ticket upside remains one of the most important. Join the right company and it will change your economic life.

What’s the price of spice? If you’ve never seen a data app, that’s the question you should be asking yourself. Data apps are living documents that weave narratives around data and charts to explain, persuade, or empower.

Imagine your future self. You work for a large company selling spices and you’re tasked with exploring the impact of pricing changes. Most importantly, you’ll present the results to executives who will no doubt pepper you with questions about what-ifs.

Six months ago, I wrote about how the cap tables of crypto companies have approached the structure of web2 startups. Recently, EVMOS, a web3 project, pushed forward an important innovation for the web3 ecosystem. EVMOS enables Ethereum’s virtual machine on the Cosmos chain.

The EVMOS token model innovates on its predecessors by introducing the App Store dynamics to web3. In Apple’s app store, users pay Apple to access apps and developers receive a revenue share. This doesn’t happen today in web3. Except on EVMOS.

Is charging by consumption (usage-based pricing) a superior model for a business? When we say UBP, we mean charging customers by how much they use, rather than a constant amount of seats per month or API calls per month.

On on hand, UBP lubricates the customer conversion funnel. Prospects sign up and grow their accounts seamlessly. Usage data feeds the PLG lead score, and AEs outbound to the most promising users. Customers expand as their needs dictate and customer segments fall out from usage data

Thanks to the many readers who wrote in to Guess the Startup on Friday. There were a torrent of ideas: Mongo, Twilio, Snowflake, Databricks, Niantic, Klayvio, Microsoft, DataStax, Zoom, and Peloton.

Here’s the early revenue chart again. Blue Company is none other than MongoDB, one of the most successful standalone database companies. Red Company is Ethereum.

To the many people who guessed correctly, congratulations! I’m impressed by your knowledge of the tech landscape.