During the early days, we ran experiments to confirm that consumers would pay for DoorDash's service, which gave us confidence in our business model despite initial doubts from investors.

To gain the trust of early customers, we initially targeted fellow companies in Y Combinator who were also new and had never paid themselves, which was a strategic move to build our initial customer base.

During Y Combinator, we focused on building strong relationships with our first 100 customers, doing things that don't scale to ensure they loved our service.

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

I had to swallow my pride and seek help from Adora Cheung during Y Combinator, which led to the launch of our 15-minute meal kit idea that transformed our business.

During Y Combinator, we learned the importance of talking to customers directly, not just through customer service.

When we decided to join Y Combinator, we were already profitable and saw it as an opportunity to scale our team and improve our fundraising efforts.

Despite initial investor reluctance due to past failures in grocery delivery, we eventually closed a seed round with an investor who believed in us.

We faced existential crises, especially when we realized there was no retention in our early model, leading us to question if there was even a viable business model for grocery delivery.