This morning, I was revisiting some notes about how profitable companies like Dropbox are. By U.S. standards, they’re relatively small, but their free cash flow is surprisingly strong. That stood out to me.
We’ve discussed multiple revenue directions—developer environments, SaaS offerings, support, payments, etc.—but storage is clearly one we should take very seriously. It has proven economics, and it aligns naturally with what we’re building.
Julio's importing project to create identities when importing a knowledge repository made me think about our revenue model. Normally, I’m not a fan of per-seat pricing models, but in our case, it fits quite well and is how Dropbox pricing works.
We can map author entities for free, but if customers want active, secure, and maintained authoring identities on top of the storage lake, that’s real ongoing value. My intuition is that many customers would be willing to pay for that layer.