We structured our financing to generate attractive returns for investors while using the capital raised to operate the business effectively.

When we approached our investors, we clearly communicated that our intent was not to use most of the capital raised for funding receivables, but rather to create a financing solution that allows us to operate effectively.

We realized that to grow our business, we needed to raise capital, as we had no money in the bank after three years of operation, and we didn't want to remain a lifestyle business.

During our time at Y Combinator, we pivoted to focus on eliminating the risk of vacancy for landlords, offering them a compelling solution.

On the debt side, we were fortunate to have thoughtful and educated investors who were capable of understanding new assets, which helped us in our funding process.

When we were low on funds, I wholesaled to a key account to generate cash flow, which ultimately saved the company from going under.

We took out a credit card and set up meetings with potential investors, knowing that if we didn't raise money, we would have to shut down the company.

We maintain transparency with landlords about pricing and relisting strategies, which helps build trust and solidifies our partnership.

In the early days, we struggled to raise money, which taught us to focus on solving real problems and to build an efficient, profitable business from day one.