The transition from a sales-driven company to a product-driven company was challenging, as it required changing our organizational DNA and objectives.

When I was at Airbnb, I focused too much on my own approach and didn't partner enough with the customer support leadership team, which hindered building true support for our initiatives.

In the early days, focus on understanding customer workflows and pain points rather than just selling features; this approach leads to better product alignment with customer needs.

After receiving clear product-market feedback, I realized I should have hired faster to capitalize on the market's interest in our product.

Focusing on impact rather than just shipping features has transformed our company culture, emphasizing the importance of understanding customer needs and how to measure success.

In the early days, we were always scared of not getting it right and being out-executed by competitors, which drove us to focus hard on our early customers and their needs.

In the early days, we tracked visitors, leads, and customers, but we should have focused on churn rates to understand customer satisfaction better.

I wish I had sold the big dream more effectively during fundraising, as I was too focused on being a good founder and delivering on promises.

Initially, we thought we were on the path to success, but I later realized that we were not converting users into paying customers because we were too focused on fundraising and PR instead of creating a product that people actually needed.