We stumbled into something people really wanted, which led to growth, even though we initially didn't understand what was driving it.

When we offer to help, we often say, 'Is there anything I can do?' but that shifts the burden to the person who needs help to come up with something.

Our growth primarily came from word of mouth and PR, as we focused on making sure customers loved our service.

In our early days, we operated a cold-calling strategy, reaching out to landlords directly to understand their needs and offer our services.

We faced a chicken-and-egg problem in our marketplace, needing customers before we could find cleaners, so we decided to become cleaners ourselves to fulfill the demand.

From the time I was 12 years old, I learned to sell by asking simple questions like, 'Do you use garbage bags? Do you need garbage bags?' and offering to deliver them to save time.

When I started talking about the Twilio idea, I noticed that developers would initially seem uninterested, but then they would ask questions about potential use cases, indicating a latent need.

We learned to do things that don't scale, like personally meeting our users in New York, which helped us build rapport and gather valuable feedback.

Even when we were relatively unknown, we had a highly talented team that could tackle significant challenges.