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Asana S-1

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Re: Asana S-1

#101

Post by tempsy »

vikramkr wrote: post #79
dman wrote: post #58

Earlier quoted context omitted.

Am going to short this one once it is out- saying this as someone who has been a user.

This is a hell of a market to short anything. In the near term anything that helps remote work like this is probably going to spike up. Good luck with that. I know that I wouldn't personally be comfortable being confident I could make collateral to outlast a bubble or guess correctly when the tide is going to turn to make money off of an option trade when it comes to a remote enabling company in a stock market as cra…

Not really - considering the massive premium a lot of "remote" tech stocks are getting I'm surprised that Slack ($WORK) is basically going nowhere.

Asana is closer to Slack than other cloud stocks imo, and given Slack's mediocre performance could easily see the same thing happen with Asana.

Re: Asana S-1

#103

Post by jahaja »

supernova87a wrote: post #97
jahaja wrote: post #83

Earlier quoted context omitted.

> How does a team grow to ~300+ developers ($89M R&D) Is it possible to reach a S-1 with a decent valuation with just ~30 employees "market confidence"-wise?

Instagram?

Bought by Facebook?

Re: Asana S-1

#105

Post by wp381640 »

thecupisblue wrote: post #69
supernova87a wrote: post #16

Wow, this is a torrent of IPOs today. Investors / boards are wanting to get money out before things turn south I feel. Aside from that, I'm surprised how much it costs Asana on engineering R&D, for essentially a ticket management system. How does a team grow to ~300+ developers ($89M R&D) to figure out how to attach PDFs and videos to tickets, and email people when there's a change in status? (ok yes I'm oversimplify…

IMO this will be one of the failed IPOs of the 2020. I understand (but not approve) 300 devs - they got a ton of integrations, enterprise client handling, lot of mobile, frontend and backend surface area to cover, lots of devops and support, teams to build new features, maintain tooling and so on... given time, any software team will slow down and scale up, unless it is specifically countered by the company. There's…

You're making the mistake of valuing this IPO on its fundamentals while currently the market is largely being driven by liquidity.

It's really hard to have a failed tech IPO at the moment with all the demand which is why they're all rushing the gates.

It'll take a large, broad recession to bring tech stocks back down

I'd expect Asana, Unity, Sumo and Snowflake to all pop and stay up in the short term

I'd add AirBNB to the list considering booking is only down 10% off it's high and Expedia is up 100%+ from it's covid-low

Re: Asana S-1

#106

Post by sheeshkebab »

PragmaticPulp wrote: post #62
supernova87a wrote: post #16

Wow, this is a torrent of IPOs today. Investors / boards are wanting to get money out before things turn south I feel. Aside from that, I'm surprised how much it costs Asana on engineering R&D, for essentially a ticket management system. How does a team grow to ~300+ developers ($89M R&D) to figure out how to attach PDFs and videos to tickets, and email people when there's a change in status? (ok yes I'm oversimplify…

> How does a team grow to ~300+ developers ($89M R&D) to figure out how to attach PDFs and videos to tickets, and email people when there's a change in status? As with most of these companies, user-facing feature development is only a small part of the engineering workload. I would assume the majority of those engineers are working on less visible tasks: Devops, build systems, infrastructure monitoring, security, bac…

A lot of internal tools is overengineered bullshit... if that’s what they are spending it on (doubtful though - it’s probably mostly some form of sales).

Re: Asana S-1

#107

Post by grensley »

eloff wrote: post #77
supernova87a wrote: post #16

Wow, this is a torrent of IPOs today. Investors / boards are wanting to get money out before things turn south I feel. Aside from that, I'm surprised how much it costs Asana on engineering R&D, for essentially a ticket management system. How does a team grow to ~300+ developers ($89M R&D) to figure out how to attach PDFs and videos to tickets, and email people when there's a change in status? (ok yes I'm oversimplify…

There's always a comment here on HN wondering why company X has so many engineers for such a seemingly simple product. The answer is, unsurprisingly, not that they're terribly inefficient. Rather it's that running a popular service at scale is hard, the long tail of features is really a long tail, and a lot of effort goes into even simple things because small differences really add up when multiplied by large N.

There's always a mix between "now we're at scale and need to solve this really hard data sync problem" and "let's build an internal slack clone because we can".

Re: Asana S-1

#108

Post by ourcat »

souldeux wrote: post #100
ourcat wrote: post #96

What do they actually do (for 1m+ people)? I'm looking around their site and blog (and the S-1) and read a lot of 'marketing-speak', but no simple one-liner about what they actually do and what value they bring. Am I missing something obvious? What comparative companies are they like? I saw someone mention Jira. Are they 'a Jira'?

They are an, arguably, prettier Jira.

Got it. Thanks.

More useable too, I'd hope.

Re: Asana S-1

#109

Post by eloff »

grensley wrote: post #107
eloff wrote: post #77

Earlier quoted context omitted.

There's always a comment here on HN wondering why company X has so many engineers for such a seemingly simple product. The answer is, unsurprisingly, not that they're terribly inefficient. Rather it's that running a popular service at scale is hard, the long tail of features is really a long tail, and a lot of effort goes into even simple things because small differences really add up when multiplied by large N.

There's always a mix between "now we're at scale and need to solve this really hard data sync problem" and "let's build an internal slack clone because we can".

Ouch, data sync his close to home for me. That was my first job. Not an easy problem at all.

Tip for those of you with the same problem, if you can, try to sync both the data and the actions taken to produce the data (event sourcing) and try to eliminate sources of indeterminism.

Re: Asana S-1

#110

Post by sciurus »

adolph wrote: post #92
supernova87a wrote: post #16

Wow, this is a torrent of IPOs today. Investors / boards are wanting to get money out before things turn south I feel. Aside from that, I'm surprised how much it costs Asana on engineering R&D, for essentially a ticket management system. How does a team grow to ~300+ developers ($89M R&D) to figure out how to attach PDFs and videos to tickets, and email people when there's a change in status? (ok yes I'm oversimplify…

I’m astonished by all the sibling comments to the affect of “takes a lot of R&D to scale.” Spending to scale some things, like fb, makes sense because the value of the participant network is higher than the cost to scale. What value is created by scaling a todo app past the group of teams level?

Are you going to stop signing up new customers because you've scaled enough?
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