First, let’s establish some basic terminology to understand how Supernova generates revenue and who uses it.

We currently categorize users into two main groups based on how they interact with Supernova and design systems: Editors and Consumers.

Customer Category: Editors

Editors actively engage with Supernova's editing tools, manipulating design system data. They handle tasks such as configuring the system, writing documentation, setting up code automation, managing data, and more. Key points include:

• Editors are charged per seat, with pricing based on the plan ($30 to $120 and more per seat (depending on negotiation) on the enterprise tier).
• Editors are usually the first to adopt Supernova.
• This model is similar to other tools like Figma, where active contributors (like designers) are required to have paid seats.
• There are significantly fewer editors compared to consumers of design systems—more on that later.

Customer Category: Consumers

Consumers interact with the outputs generated by Supernova, using design system data for various tasks. These are typically individual contributors, such as designers and developers. Their activities include accessing documentation, validating implementations, adhering to brand guidelines, and/or consuming generated code. For consumers, Supernova serves as the primary source of information and a single source of truth for building products. Key points include:

• Consumers currently access Supernova for free.
• They usually start using Supernova once the design system is established.
• This model follows other tools like Figma, where data viewers do not require paid seats.
• There are substantially more consumers than editors—more on that later.

How Does Supernova Grow Within Companies?

Supernova’s adoption is typically bottom-up. A single team within an organization often starts using Supernova, and its use expands as more teams adopt it and more team members engage with the platform.

In large organizations, especially those with multiple disconnected units (like Wells Fargo, which has 50 business units, one per each state), full adoption will lead to significant, organization-level deals.

Initially, our growth strategy focused on two key areas:

• Rapidly acquiring a base of prominent clients to establish credibility and gain market traction without particular focus on the size of the deals. We have been exceptionally successful - logos like Mayo Clinic, Merck, Mercedes, Okta, Firefox and others are testament to that as that is pretty rare for company this young.
• Becoming provider of critical infrastructure: We removed all obstacles for adoption, such that companies adopt us quickly and deeply, and once they do, it is really difficult to imagine product development processes without Supernova involved, leading to amazing stickiness of the platform and lot of users becoming evangelists, powering our word-of-mouth growth engine.