Making a product economically viable is essential. It's important to showcase how a product can be the best customer acquisition tool or a margin-generating part of the business, ensuring that metrics reflect this.

Be aware of your company's growth rate and how much you're spending versus your revenue.

We had a beautiful growth graph, but we realized we were running a business with only a 5% margin, which isn't sustainable for a software company.

It's essential to track unit economics closely, especially in businesses with thin margins, to optimize costs and focus on advertising channels that attract high-revenue, low-cost customers.

If you don't articulate the actual dollar value of your product, the buyer will have to create that assessment themselves to get approval from the CFO. It's crucial to be involved in that process to drive revenue and articulate how much you can decrease costs.

Focus on what matters most for your business; avoid vanity metrics and concentrate on sustainable growth and revenue.

As a startup grows, it's crucial to monitor revenue per employee, ensuring that this number increases over time to avoid over-hiring and inefficiency.

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.

As you scale sales and marketing, those costs become the primary expenses, often surpassing R&D spending, which is crucial for creating awareness and building a pipeline.