We're measuring outcomes with metrics that show whether we're moving the needle, rather than just assessing the technology itself.

During our early days, we communicated closely with our 24 users, which helped us understand their needs without being metric-driven.

We focus on a single overarching metric to guide our product development, which helps us prioritize our efforts and make informed decisions. This approach allows the entire team to rally around a common goal, enhancing our effectiveness.

To avoid perverse incentives from metrics, we ensure that our tactics align with our overarching goals. For example, we track the number of support tickets to gauge customer satisfaction and adjust our strategies accordingly.

We focused on one approach rather than spreading our resources too thin, which is a key takeaway for startups.

When we were smaller, we recognized that most of our potential customers were not yet using monday.com, which helped us focus on future growth rather than just current success.

To improve innovation, we moved to a microservices architecture, allowing teams to manage their own data stores and reducing reliance on centralized resources.

Our final vision is to make it easier to work together than to work alone, which reflects our broader goals beyond just software development. When solving a problem, start with something small that you can actually solve, and then look for opportunities to expand.

Despite the benefits of microservices, we noticed a decline in team effectiveness as they became bogged down with shared infrastructure management.