Even though we had a solid growth rate, it wasn't enough to sustain the business, leading me to consider shutting it down.

In 2010, despite two years of rapid growth, I failed to accept that our startup's growth had plateaued, which ultimately led to our downfall.

As businesses scale, they care about two things: how much they spend and how much they make. We need to be better at showing how our product impacts those numbers.

As a startup grows, the focus shifts from just acquiring users to ensuring sustainable growth and revenue. We learned the hard way that even if users love our product, we must also pay attention to our overall growth metrics to avoid becoming a beloved startup that fails due to lack of financial viability.

In hindsight, we didn't track revenue effectively; we focused on usage metrics, which made it unclear how many monthly active users we needed for fundraising.

After facing a 30% tax from Facebook, we realized we needed to expand beyond the platform to sustain our business.

We scaled our company from zero to seventy million in revenue with just six people at the start, which was a challenging situation.

Initially, we hired too slowly, which contributed to our rapid growth from $0 to $100 million ARR in just a year and a half.

If you're only achieving one percent weekly growth, it indicates that you haven't figured out your business model yet, which may not be a good sign for a startup with billion-dollar potential.