1Password's Jeff Shiner on balancing B2B and B2C customers in a rapidly evolving tech landscape

1Password began as a practical solution created by two families—Dave and Sarah Teare, along with Roustem and Natalia Karimov—approximately 18 years ago. The tool was initially designed to help them test e-commerce sites more efficiently by automating the process of filling in login credentials, credit card information, and addresses.

What started as a "one-month project" to solve their own business needs quickly evolved when they realized its personal value. They enhanced the tool with additional security features and made it available as shareware. To their surprise, it gained significant traction, prompting them to focus exclusively on developing 1Password.

Timestamp: [00:00-03:32]

By 2011, 1Password had grown to a 20-person company—larger than the founders had envisioned or felt equipped to scale further. Facing a pivotal decision, they chose to bring in external leadership to guide the company's expansion rather than maintaining its small size.

They approached Jeff Shiner, a family friend of the Teares for over 25 years, to lead 1Password as CEO. When Jeff joined, his initial growth strategy was refreshingly straightforward: double the size of the company by essentially duplicating the excellent talent they already had.

Under Jeff's leadership, 1Password began to broaden its horizon by internationalizing the product, making it accessible to users worldwide regardless of language or platform preferences.

Timestamp: [03:32-04:32]

1Password's growth strategy under Jeff Shiner centered on a fundamental philosophy: "Build a good product and support the heck out of your customers." This approach meant genuinely listening to customer feedback and responding to their needs.

During this phase, customers were increasingly requesting platform diversification. Windows users wanted a native application, Android users needed a full-featured app rather than just a "reader," and multi-platform users required seamless experiences across their various devices.

The company dedicated several years to addressing these needs, building out a comprehensive ecosystem of applications that worked harmoniously across different operating systems and devices, all while maintaining the intuitive user experience that had made 1Password popular.

Timestamp: [04:32-05:32]

Around 2013-2014, Jeff noticed a significant shift in how businesses were approaching 1Password. Initially, companies were purchasing 1Password licenses as Christmas gifts for employees, but this gradually evolved into a security-driven business decision.

This pivotal moment forced 1Password to reconsider its entire product architecture. While the end-user experience remained largely consistent whether logging into personal or work accounts, the business version required entirely new capabilities including team management, organizational provisioning, deprovisioning, reporting, and auditing features.

Additionally, 1Password needed to transform from a traditional desktop application that synced through services like Dropbox or iCloud into a SaaS platform—a fundamental architectural change that presented significant challenges.

Timestamp: [05:32-06:58]

Despite the ambitious evolution to B2B and SaaS, 1Password approached these challenges with what Jeff calls "ignorance and hubris"—a philosophy borrowed from Don Melton, a founder of WebKit:

Through this mindset, the company successfully built both the SaaS infrastructure and B2B capabilities, launching "1Password for Business" in 2016. While Jeff jokingly refers to this initial version as "1Password for bowling leagues," it represented their first step toward serving enterprise customers.

Throughout this entire journey, 1Password maintained profitability without external funding. The company embraced a bootstrapped approach, focusing on genuine customer relationships and building products that people would actually pay for rather than just express interest in.

Timestamp: [06:58-08:03]

By 2018-2019, 1Password had grown to approximately 150 employees with 20,000-30,000 business customers. Despite this success, the company still lacked established sales, marketing, finance, and HR departments, operating with a relatively immature business infrastructure.

Jeff recognized that the company's extreme privacy and bootstrapped status—while previously a source of pride—was becoming a limitation. The lack of public information about the company's growth and financial stability made it difficult to attract the world-class talent needed to build sophisticated business functions.

This realization led to 1Password's decision to pursue venture capital funding, not for day-to-day operations but to provide validation, "courage capital" for potential acquisitions, and to signal to the market that they were a serious, well-funded enterprise.

The resulting funding round with Accel became the largest Series A in Accel's history at that time, providing the company with both the capital and credibility to attract elite talent and accelerate their growth trajectory.

Timestamp: [08:03-10:20]

• 1Password began as a utility for testing e-commerce sites before evolving into a personal security tool and eventually an enterprise solution
• The company maintained profitability from day one, bootstrapping for 14 years before raising venture capital
• Their product evolution was guided by genuine customer feedback, following the philosophy "build a good product and support the heck out of your customers"
• The transition from consumer app to B2B platform required fundamental architectural changes, including building a SaaS infrastructure
• While 1Password didn't need venture capital for operations, they pursued funding to gain market validation and attract world-class talent
• The company's growth philosophy emphasized doubling in size strategically rather than explosive, unfocused scaling
• Jeff's approach to building featured "ignorance and hubris" - not knowing the full extent of challenges ahead but believing they could overcome them

Timestamp: [00:00-10:20]

People:

• Jeff Shiner - CEO of 1Password who joined when the company was at 20 employees
• Dave and Sarah Teare - Co-founders of 1Password, family friends of Jeff Shiner
• Roustem and Natalia Karimov - Co-founders of 1Password
• Don Melton - Founder of WebKit, quoted on accomplishing amazing things with "ignorance and hubris"
• Arun Matthew - Excel partner interviewing Jeff
• David Fogno - Mentioned as a resource introduced by Accel, later hired as President and COO

Companies/Products:

• 1Password - Password management and identity security solution
• IBM - Previous employer of Jeff Shiner and Dave Teare
• Accel - Venture capital firm that led 1Password's Series A funding round
• Dropbox/iCloud - Services initially used for syncing 1Password data before the SaaS transition

Concepts:

• Bootstrapping - Building a company without external funding, which 1Password did for 14 years
• SaaS (Software as a Service) - Business model 1Password transitioned to from traditional software
• B2B (Business-to-Business) - Market segment 1Password strategically expanded into
• "Courage Capital" - Term for raising money not for operations but for potential acquisitions and growth opportunities

Timestamp: [00:00-10:20]

Jeff Shiner's transition to CEO in 2011 presented unique challenges, particularly because he was taking over from founders who were also personal friends. This required careful navigation of personal and professional boundaries while establishing the necessary authority to lead effectively.

The initial leadership approach involved collaborative decision-making among the five key stakeholders—Jeff, Dave and Sarah Teare, and Roustem and Natalia Karimov. This structure allowed Jeff to gain understanding of the company before making significant changes.

Over time, as the company grew beyond its initial 20-person size, the leadership structure naturally evolved. The need for more formalized decision-making processes and hierarchies became evident, with more responsibilities gradually shifting to Jeff as CEO.

Timestamp: [10:24-12:27]

As 1Password expanded, the role of the founders had to evolve significantly. While founders naturally want to maintain influence and provide input on company direction, their interventions can have outsized impact that isn't always constructive as the organization scales.

When a company is small, founders' involvement is easily contextualized—employees understand their deep connection to the product and their long-term commitment. However, as the company grows and adds employees who don't have that historical context, founder interventions can create confusion and disruption.

This "in-and-out" pattern of founder involvement requires careful management and clear communication channels to ensure their valuable insights enhance rather than disrupt the company's operations.

Timestamp: [12:27-13:47]

1Password's growth journey can be organized into distinct phases: the bootstrapped founding by two couples, Jeff's arrival and initial scaling, and the venture capital-fueled expansion following their Series A with Accel.

A fundamental reality of scaling is that "everything changes every year, year and a half." Each doubling of company size introduces new organizational challenges that require adaptations in communication and structure.

In the five years following their Series A investment, 1Password achieved exactly what they had hoped—attracting world-class talent to build out their executive team, including a CFO and CRO, while growing from 176 employees at the end of 2019 to more than 1,200 today.

This growth brought increased capabilities and maturity, though Jeff notes it hasn't necessarily made things easier: "There's always a challenge, there's always the next thing."

Timestamp: [13:47-15:16]

The way people work—and consequently, the security challenges companies face—has transformed dramatically over the past 15 years. Jeff reflects on his early career at IBM when security was more straightforward: physical presence in the office, company-issued hardware, and controlled software environments.

Several developments have radically changed this landscape: the rise of SaaS applications, the proliferation of mobile devices implementing Bring Your Own Device (BYOD) policies, and most dramatically, the COVID-19 pandemic forcing widespread remote work.

During the pandemic's initial phase, companies prioritized operational continuity over security—focusing on enabling remote productivity with the intention to "catch up" on security later. In 2023, many organizations attempted to address these security gaps by requiring employees to return to offices, but this approach largely failed.

Timestamp: [15:16-17:52]

By 2024, companies have largely accepted that hybrid work environments are here to stay, creating permanent security challenges that traditional perimeter-based approaches can't solve. This reality has led many organizations to seek 1Password's help with securing their increasingly decentralized workforces.

While organizations have implemented managed environments with single sign-on (SSO) solutions like Okta and device management tools like Kolide, they struggle with the expanding perimeter of unmanaged devices and the proliferation of unauthorized SaaS applications entering their environment.

Unlike the enterprise software of the past, which went through lengthy procurement and implementation cycles, today's SaaS tools often enter organizations through individual employees: "My friend saw Notion, and I'm going to go and give Notion a try."

This shadow IT presents significant security risks that traditional approaches aren't equipped to handle, creating the opportunity that 1Password is now addressing.

Timestamp: [17:52-18:54]

In response to the evolving security landscape, 1Password has expanded beyond its origins as a password manager to develop what they call "Extended Access Management." This solution addresses the fundamental tension in cybersecurity between protection and productivity.

Extended Access Management provides comprehensive security by protecting "every login for every app on every device regardless of where your employee is." This approach acknowledges the reality of modern work environments while maintaining security standards.

1Password unveiled this new solution at the RSA Conference approximately six weeks before this interview, receiving enthusiastic response from potential customers. While Jeff acknowledges that they still need to convert this interest into actual business, he's excited about the potential market for this expanded offering.

Timestamp: [18:54-19:55]

• Taking over from founders requires careful navigation of authority while maintaining relationships, especially when personal friendships are involved
• As companies scale, founders' roles must evolve from direct intervention to more structured influence to avoid creating organizational chaos
• Organizational structures and communication methods must continuously adapt as companies grow—what works at 20 people won't work at 200 or 2,000
• The modern security landscape has been transformed by SaaS applications, mobile devices, and hybrid work arrangements that render traditional perimeter-based security insufficient
• The COVID-19 pandemic accelerated the shift to remote work, creating security challenges as companies prioritized operational continuity
• The failed "return to office" attempts of 2023 forced companies to accept hybrid work as permanent, creating demand for new security approaches
• 1Password has evolved from a password manager to an "Extended Access Management" solution that balances security and productivity in hybrid environments
• Growing companies face continuous challenges regardless of size—scaling successfully requires constantly adapting to new circumstances

Timestamp: [10:24-19:55]

People:

• Jeff Shiner - CEO of 1Password who transitioned into the role in 2011
• Dave and Sarah Teare - Co-founders of 1Password who were friends with Jeff before hiring him
• Roustem and Natalia Karimov - Co-founders of 1Password
• Jeannie - First hire Jeff made as CFO after raising capital
• Julian - Second executive hire as CRO (Chief Revenue Officer)

Companies/Products:

• 1Password - Password management and identity security solution
• IBM - Jeff's previous employer, used as an example of traditional office-based work
• Okta - Single Sign-On (SSO) solution mentioned as part of managed enterprise environments
• Kolide - Device management solution mentioned alongside Okta
• Notion - Example of a SaaS application that might enter organizations through individual employees rather than formal IT processes
• SAP - Referenced as an example of traditional enterprise software with lengthy implementation processes

Concepts:

• Extended Access Management - 1Password's evolved security solution beyond password management
• BYOD (Bring Your Own Device) - Policy allowing employees to use personal devices for work
• Shadow IT - Unauthorized applications and services used within organizations
• SSO (Single Sign-On) - Authentication service that permits users to use one set of credentials across multiple applications
• MDM (Mobile Device Management) - Software for administering and securing mobile devices in an enterprise environment
• Squircle - Humorous term coined for when the company outgrew circle meetings and people sat around the edges of rooms

Events:

• RSA Conference - Security conference where 1Password launched their Extended Access Management solution approximately six weeks before this interview
• COVID-19 Pandemic - Transformative event that accelerated remote work adoption and created new security challenges

Timestamp: [10:24-19:55]

1Password has maintained cash flow positivity throughout its growth journey, allowing them to approach funding with a different mindset. Rather than requiring investment for day-to-day operations, they've used capital strategically to accelerate their roadmap.

Following their initial Series A with Accel, the company secured a smaller Series B round as Accel wanted to invest further, and then completed a substantial Series C round with additional investors. Across these three funding rounds, 1Password has raised a total of $920 million.

This "courage capital" provides 1Password with the financial flexibility to pursue acquisitions and major strategic initiatives without compromising their operational independence or profitability.

Timestamp: [20:02-20:59]

1Password has a unique position in the security market, having started as a consumer product before expanding into B2B and enterprise solutions. This creates the challenge of balancing potentially competing customer segments with different needs and expectations.

When considering this balance, Jeff rejects the simplistic approach of abandoning the consumer business despite it representing a minority of their revenue. Instead, he recognizes the strategic value of maintaining a strong consumer presence.

This insight underscores a fundamental reality of security: user behavior at home affects security practices at work. By maintaining a strong consumer product, 1Password helps establish secure habits that transfer to the workplace, creating a more complete security solution.

Timestamp: [20:59-22:34]

1Password's strategy extends beyond the traditional separation of work and personal devices to address the reality of how people actually use technology. Jeff emphasizes the importance of having their solution available on all devices a person might use, regardless of whether they're company-issued or personal.

The modern work environment frequently involves people using personal devices for work purposes—like having Slack installed on a personal iPad kept beside their bed. By having 1Password available on these devices, users can maintain security across contexts by simply adding their business account to the app they already use for personal passwords.

Rather than viewing their consumer business through a purely financial lens—attempting to maximize revenue from individual users—1Password sees it as part of a "flywheel effect" and a competitive moat that strengthens their overall security offering.

Timestamp: [22:34-23:31]

Instead of focusing on extracting maximum revenue from consumers, 1Password has implemented an innovative approach that aligns business and consumer interests while expanding their user base: providing free family accounts to employees of business customers.

This strategy creates multiple benefits:

1. It encourages secure password practices across all aspects of an employee's digital life
2. It exposes 1Password to the employee's family members, who may work at other companies
3. It builds loyalty and positive sentiment toward the product
4. It creates a natural growth vector when employees change jobs

This approach demonstrates how 1Password balances different customer segments by clearly defining the value each provides to the overall business strategy, rather than treating all segments as needing to contribute equally to revenue.

Timestamp: [23:31-24:13]

Arun observes that 1Password's approach differs from most competitors by taking a holistic, human-centric view of security. Rather than separating work and personal security as distinct domains, they focus on protecting the person across all contexts of their digital life.

This philosophy has guided 1Password's emphasis on user interface and experience design, making their product accessible even to less technically savvy users. As Arun notes, this approach creates a virtuous cycle: by designing for the least technical consumer, they create a product that's easier to adopt and use in enterprise contexts as well.

Jeff agrees with this assessment, attributing their success to consistently listening to customers and understanding that security solutions must provide value to the end-user, not just to the business purchasing the software.

Timestamp: [24:13-25:17]

A key insight driving 1Password's product philosophy is the recognition that traditional security applications often provide little value to end-users while adding significant friction to their experience.

1Password recognized from its origins as a consumer application that successful adoption requires giving users tangible benefits, not just imposing security requirements. This means providing value to the individual using the product, not just to the business purchasing it.

Jeff emphasizes that companies often forget that employees are people first—they don't transform into different entities at work versus at home. Security solutions that acknowledge this reality and provide consistent value across contexts are more likely to succeed.

Timestamp: [25:17-26:48]

When asked what advice he would give his past self from five years ago regarding funding decisions, Jeff offers two key insights:

First, he acknowledges that 1Password waited too long to seek external investment. While bootstrapping for 14 years became a source of pride, it ultimately delayed the company's growth trajectory.

Second, he emphasizes that entrepreneurs must always have a purpose for funding that extends beyond the money itself. This means selecting investors based on the value they bring to the relationship, not just the size of the check they offer.

Timestamp: [26:48-28:15]

When seeking investors, 1Password looked beyond capital to find partners who could provide strategic value based on relevant experience. For their initial funding with Accel, Jeff was attracted by the firm's experience with companies following similar trajectories, particularly Atlassian.

For their Series C round, 1Password brought in celebrity investors like Ryan Reynolds, Robert Downey Jr., Trevor Noah, and Mary Barra, recognizing the marketing value these associations provided. Jeff frames this decision in practical terms:

This approach demonstrates how 1Password consistently views funding decisions through the lens of strategic value beyond the capital itself, whether that's industry expertise, relevant connections, or marketing opportunities.

Timestamp: [28:15-29:15]

• 1Password has raised $920 million across three funding rounds while maintaining positive cash flow, using capital for strategic acceleration rather than operations
• The company maintains its consumer business despite it representing a minority of revenue, recognizing that home security habits directly impact workplace security
• Their cross-device strategy acknowledges the reality of modern work, where personal devices are often used for work applications
• The free family account offering for business customers creates a growth flywheel and strengthens security across contexts
• 1Password's human-centric approach focuses on protecting people rather than just devices or applications, differentiating them in the market
• Traditional security solutions often add friction without providing value to end-users, while 1Password prioritizes user benefits
• Jeff advises entrepreneurs not to wait too long for funding and to select investors based on strategic value beyond capital
• Celebrity investors in their Series C round were chosen primarily for their marketing value rather than just their financial contribution

Timestamp: [20:02-29:15]

People:

• Jeff Shiner - CEO of 1Password
• Arun Mathew - Partner at Accel interviewing Jeff
• Mike and Scott - Presumably Atlassian founders Mike Cannon-Brookes and Scott Farquhar, who Jeff spoke with about their experience
• Ryan Reynolds - Celebrity investor in 1Password's Series C round
• Robert Downey Jr. - Celebrity investor in 1Password's Series C round
• Trevor Noah - Celebrity investor in 1Password's Series C round
• Mary Barra - Celebrity investor in 1Password's Series C round (CEO of General Motors)

Companies/Products:

• 1Password - Password management and identity security solution
• Accel - Venture capital firm that led 1Password's Series A funding round
• Atlassian - Company Jeff mentioned as following a similar trajectory to 1Password, also backed by Accel
• Slack - Communication platform used as an example of work applications that might be installed on personal devices

Concepts:

• Courage Capital - Term for raising money not for operations but for potential acquisitions and growth opportunities
• Flywheel Effect - Self-reinforcing growth mechanism where each new user increases the value of the product
• B2B (Business-to-Business) - Market segment where 1Password sells to organizations
• B2C (Business-to-Consumer) - Market segment where 1Password sells directly to individuals
• CAPTCHA - Security measure that adds friction to user experiences, used as an example of problematic security interfaces
• Human-Centric Security - Approach that focuses on protecting individuals across all contexts rather than just specific devices or environments
• Free Family Account Strategy - 1Password's approach of providing free family accounts to employees of business customers

Timestamp: [20:02-29:15]

1Password has operated as a remote-first company since its inception, long before the COVID-19 pandemic made this approach commonplace. This experience has given them valuable insights into effectively managing a distributed workforce, which Jeff readily shares while acknowledging they "don't do any of this perfectly."

The cornerstone of successful remote work, according to Jeff, is communication. In 1Password's earlier days when they had around 100 employees, they would bring the entire company together on annual cruises to build connections. As they've grown to more than 1,200 employees, they've adapted to more team-based gatherings, like the customer experience team meeting in New York during this interview.

To maintain alignment across a large, distributed organization, 1Password focuses on clearly articulating company themes—four key priorities that guide their work through the end of 2024. These themes are consistently repeated and emphasized to ensure everyone understands the company's direction and purpose.

Jeff emphasizes that without this clear, consistent communication, organizations risk gradual misalignment: "People have a general understanding of what we're doing, but they're all off just sort of flying two degrees away from each other... if you're flying off two degrees and you have 1,200 people, and every month that's another two degrees, 90 degrees happens pretty quickly."

Timestamp: [29:19-32:03]

When discussing AI applications at 1Password, Jeff frames the company's approach through his philosophy of "giving meaning to data." While their Watchtower feature (which identifies weak or reused passwords) doesn't use AI, it exemplifies how 1Password adds value by making password data more meaningful to users.

Jeff sees significant potential for AI to enhance this capability without compromising privacy or security, particularly by building models that operate locally. He cites an existing example: an ML model implemented years ago that helps the 1Password extension recognize whether a webpage is for sign-in or sign-up, allowing appropriate autofill behavior despite the lack of standardization across websites.

This existing functionality demonstrates 1Password's pragmatic approach to machine learning for improving user experience without compromising their core security values.

Timestamp: [32:03-33:53]

When asked about monetizing AI features, Jeff takes a notably pragmatic stance. Rather than viewing AI as a distinct product category to charge for separately, he sees it as a fundamental enabler of business capabilities that will soon be table stakes.

Jeff believes AI will be transformative enough that companies failing to leverage it effectively will struggle to survive, making the question of additional revenue secondary to the existential need to incorporate AI capabilities.

When considering AI monetization, Jeff envisions it fitting into a "good, better, best" tiered pricing model where AI-enhanced capabilities might encourage customers to upgrade to premium tiers. However, he doesn't foresee selling "AI bundle one" as a standalone offering.

Instead, he sees AI as enabling valuable business capabilities—like intelligently analyzing shadow IT to identify security risks—that customers would be willing to pay for because of the business value they deliver, not because they use AI specifically.

Timestamp: [33:53-36:22]

1Password's journey from 170 employees after 14 years to more than 1,200 in just five additional years provided Jeff with valuable insights about selecting leadership for different company stages. He distills his approach into two key principles: "attitude and aptitude matter."

Leaders significantly influence company culture, so hiring someone whose approach and values aren't aligned with the organization can have detrimental effects—either changing the culture negatively or creating conflict. This makes cultural fit essential when evaluating executive candidates, regardless of their technical capabilities.

The second principle involves matching a leader's experience to the company's current stage. It's not enough for candidates to express interest in working at a company of a particular size; their recent experience should be relevant to the specific challenges of that stage.

Timestamp: [36:22-39:04]

Despite being a remote-first company, Jeff emphasizes the importance of regular in-person gatherings for the executive team. With eight executives distributed across various locations—California, Seattle, Montreal, Toronto, and Washington DC—they prioritize meeting in person every six to eight weeks.

This simple statement reflects 1Password's pragmatic approach to remote work—leveraging the advantages of distributed teams while acknowledging the fundamental human need for face-to-face interaction, particularly among leadership teams making critical decisions.

Timestamp: [39:04-39:26]

When asked what excites him about 1Password's future and the security industry, Jeff focuses on the company's potential to make a meaningful difference rather than chasing industry trends. While acknowledging the excitement around new challenges like AI security, he emphasizes that many of the most serious security problems are "decades old"—particularly those involving human behavior.

Jeff's vision for 1Password centers on growth not merely as a business objective but as a means to increase their positive impact. He articulates this vision through a memorable phrase:

This combination of high ambition and human-centered purpose reflects the values that have guided 1Password from its origins as a small bootstrapped company to its current position as a security leader with more than 1,200 employees.

Timestamp: [39:26-40:46]

• Effective remote work depends on crystal-clear communication about company purpose and priorities
• Without consistent alignment, distributed teams can gradually drift off course, with even small deviations compounding over time
• 1Password approaches AI as a means to "give meaning to data" rather than as a standalone feature set
• The company already uses machine learning to improve user experiences, like intelligently identifying webpage types for appropriate autofill behavior
• Jeff views AI implementation as a business necessity rather than an optional revenue stream—companies that fail to leverage AI effectively risk becoming obsolete
• Leadership selection profoundly influences company culture, making attitude and values as important as technical capabilities
• Executive candidates must have recent, relevant experience for the company's current stage, not just past experience with similar-sized organizations
• Even in remote-first companies, regular in-person meetings remain essential for executive teams
• Many of today's most significant security threats involve human behavior rather than new technologies
• 1Password's mission is to grow not just as a business but in its capacity to positively impact security challenges

Timestamp: [29:19-40:46]

People:

• Jeff Shiner - CEO of 1Password
• Arun Mathew - Partner at Accel interviewing Jeff

Companies/Products:

• 1Password - Password management and identity security solution
• Watchtower - 1Password feature that identifies weak or reused passwords

Concepts:

• Remote-First Work - Organizational structure where distributed work is the default rather than an accommodation
• Extended Access Management - 1Password's expanded security offering beyond password management
• Shadow IT - Unauthorized applications and services used within organizations
• Good, Better, Best Pricing - Tiered pricing strategy that Jeff envisions for incorporating AI capabilities
• Machine Learning - Technology already used by 1Password to improve webpage detection for autofill
• Company Themes - 1Password's approach to maintaining organizational alignment through four key priorities

Locations:

• New York - Location of the customer experience team offsite mentioned in the interview
• California - Home to two 1Password executives
• Seattle - Home to one 1Password executive
• Montreal - Home to two 1Password executives
• Toronto - Home to two 1Password executives (including Jeff)
• Washington DC - Home to one 1Password executive

Timestamp: [29:19-40:46]