تغريدة مثبتة
Meter
392 posts
It's easy to focus on models and chips right now. But every model, training run, inference step eventually becomes a packet moving across a network.
Networking is the substrate beneath this moment. It's also one of the most overlooked layers of the stack—which is why we're rebuilding it.
Ben spent time with our team to understand the massive opportunity in networking, and what Meter's building to meet it. Thanks for the care you brought to our story.
Ben Butler@bengbutler
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The internet runs the world. Every purchase you make, every email you send, is packets moving through networks.
We’re building the definitive networking stack to power that at global scale.
And we're hiring across 70+ roles in GTM, engineering, models, operations, and more to do it.
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Meter أُعيد تغريده
This was one of my favorite interviews of 2025...
Founders often underestimate how much freedom they actually have. @acv and @meter is a reminder of what happens when you use all of it. They ignored the usual advice and built the company their way. It’s no surprise their story doesn’t resemble anyone else’s. Here are just a few examples:
1. They spent four and a half years pre–revenue, just two people. It was essentially Anil and Sunil, alone, for four and a half years before they had a sales ready product and their first customers. They even scrapped an entire year of operating system work once they realized a different technical approach (inspired by an open source project) was better.
2. They literally moved to Shenzhen to learn how the physical world is made. They were blocked by slow hardware iteration in San Francisco, so they just relocated to Shenzhen for over a year.
3. Full vertical integration as a day one decision, not an afterthought. Meter decided from the start to own the entire stack: hardware, software, installation, and ongoing service. This is in a market where most entrants pick one slice (just switches, just access points, etc.) and get trapped as point solutions that end up acquired.
4. Business model treated as part of the product, not a pricing afterthought. They moved networking from “buy hardware” to: Meter provides the hardware, the software, the installation and ongoing support. The customer pays recurring, per square foot, and effectively “don’t pay us if the network doesn’t work.” Anil thinks about business model innovation on the same level as product and technology innovation.
5. Choosing a massive, incumbent dominated market on purpose. Networking is controlled by a few giants like Cisco. They were pulled toward that exact dynamic: a huge, durable market where the initial ramp is brutal, but if you get through it, there are very few new players alongside you.
6. Deliberately avoided the channel in a channel dominated industry. Roughly 90 percent of networking is sold through the channel.Meter refused to use the channel until they were convinced the product was dramatically better in every way, because incumbents could weaponize the channel with discounts to block them. Only after they had hundreds of happy customers and strong tools did they fully embrace channel sales.
7. The team has an extreme time horizon, paired with extreme urgency. Anil thinks in decades: “I care about where Meter ends up in 25 years, not five.” At the same time, he is obsessively focused on what happens in the next few hours and where every report spends time. That “barbell” between multi decade vision and hour by hour intensity is very explicit for him.
8. An allergy to “meta work” and most conventional management. No OKRs or goals at all. They have a strong skepticism of spending time on docs, processes, and coordination that feel like work but do not move the product forward.
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Meter أُعيد تغريده
the @meter team is surprisingly still under the radar, but they've built an exceptional full-stack solution for network engineers.
Brett Berson@brettberson
This was one of my favorite interviews of 2025... Founders often underestimate how much freedom they actually have. @acv and @meter is a reminder of what happens when you use all of it. They ignored the usual advice and built the company their way. It’s no surprise their story doesn’t resemble anyone else’s. Here are just a few examples: 1. They spent four and a half years pre–revenue, just two people. It was essentially Anil and Sunil, alone, for four and a half years before they had a sales ready product and their first customers. They even scrapped an entire year of operating system work once they realized a different technical approach (inspired by an open source project) was better. 2. They literally moved to Shenzhen to learn how the physical world is made. They were blocked by slow hardware iteration in San Francisco, so they just relocated to Shenzhen for over a year. 3. Full vertical integration as a day one decision, not an afterthought. Meter decided from the start to own the entire stack: hardware, software, installation, and ongoing service. This is in a market where most entrants pick one slice (just switches, just access points, etc.) and get trapped as point solutions that end up acquired. 4. Business model treated as part of the product, not a pricing afterthought. They moved networking from “buy hardware” to: Meter provides the hardware, the software, the installation and ongoing support. The customer pays recurring, per square foot, and effectively “don’t pay us if the network doesn’t work.” Anil thinks about business model innovation on the same level as product and technology innovation. 5. Choosing a massive, incumbent dominated market on purpose. Networking is controlled by a few giants like Cisco. They were pulled toward that exact dynamic: a huge, durable market where the initial ramp is brutal, but if you get through it, there are very few new players alongside you. 6. Deliberately avoided the channel in a channel dominated industry. Roughly 90 percent of networking is sold through the channel.Meter refused to use the channel until they were convinced the product was dramatically better in every way, because incumbents could weaponize the channel with discounts to block them. Only after they had hundreds of happy customers and strong tools did they fully embrace channel sales. 7. The team has an extreme time horizon, paired with extreme urgency. Anil thinks in decades: “I care about where Meter ends up in 25 years, not five.” At the same time, he is obsessively focused on what happens in the next few hours and where every report spends time. That “barbell” between multi decade vision and hour by hour intensity is very explicit for him. 8. An allergy to “meta work” and most conventional management. No OKRs or goals at all. They have a strong skepticism of spending time on docs, processes, and coordination that feel like work but do not move the product forward.
English
Meter أُعيد تغريده
As a founder, @acv operates on a time horizon shaped like a barbell. He obsesses over the next few hours to work toward outcomes that will take decades.
His company, @meter, provides internet infrastructure for businesses, and he’s singularly focused on building a hardware and software stack that can process all the world’s network packets. Which won’t happen any time soon.
”I don’t care about where Meter ends up in five years. I care about where it ends up in 25 years. But at the same, the next few hours really matter to me,” he says.
Anil started Meter with his brother, Sunil, back in 2015, and made a series of unconventional early bets: They went after a monopolized 40-year old market. They moved to Shenzen for a year to learn how to design and manufacture hardware. They bucked the traditional networking business model and came up with their own.
On this episode of In Depth, he joins @BrettBerson to unpack his journey with Meter so far, ten years in.
They discuss:
(04:06) Why Meter doesn’t do OKRs
(11:43) How Meter’s journey began
(37:39) The secret to finding an excellent market
(49:34) Why Meter didn’t sell via traditional channels
(56:25) Decoupling management from authority
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@UXbri Caught Glenn's full session - really interesting! Love seeing Command highlighted.
More here for anyone that might be interested: meter.com/command
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Revolutionary UI: Instant Dashboards with Meter.com – Glenn Jones at UX Brighton 2024
👉 Join us 7 Nov 2025 uxbri.org/2025/?utm_sour… #ai #ux
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Every year at NeurIPS the WiFi is terrible. This really should be solved by now. How can it be solved for next year?
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@lumentechco Proud to partner to deliver seamless procurement and fast connectivity to more enterprises🤝
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We’re partnering with @Meter to help take the complexity out of procuring, managing, and servicing network connectivity.
Our collaboration helps customers connect and scale with ease.
Learn more: bit.ly/4808m44 #TrustedNetwork #ConnectedEcosystem
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I joined @meter when they were in a 600 sqft office with a broken toilet - which was still 5 (!!) years after they had originally started..
Yesterday, they had an insane conference with exceptional customers and legends like
@satyanadella & Bob Metcalfe joining them on stage.
World is still sleeping on the Varanasi brothers. Kudos to the entire team for throwing such a tasteful event!
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Our very own James Willard is at #meterup in San Francisco 🌉
The annual event for networking 🙌
An event where people rethink how networks get designed, deployed, and managed.
Check out that featured speaker lineup! 🤩
We are proud to partner with @meter
#networking
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@lumentechco End-to-end connectivity, simplified.
Proud to partner with you @lumentechco 🤝
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Big news from #MeterUp2025!
Lumen x @Meter are simplifying enterprise connectivity with a new integrated networking solution built for speed, scale, and visibility.
Learn more about this partnership, and the Lumen Connected Ecosystem: bit.ly/48899yI #TrustedNetwork
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Ok! Today’s the day! @meter up 2025 is happening now! #meterup2025
Here’s a thread of notes & pics:
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