In 2015, we initially focused on hyperlocal fashion, but learned that fulfillment is crucial, leading us to pivot towards a marketplace model that better serves small shop owners.

Many e-commerce companies raised large sums but failed due to poor customer acquisition strategies, which we aimed to avoid by focusing on profitability.

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.

We aimed to be profitable on the first order, which was uncommon at the time, and this focus on profitability helped us succeed.

I don't fear competition; instead, I learn from competitors. Our approach to e-commerce is fundamentally different from Amazon's, as we focus on facilitating transactions for small to medium-sized merchants.

We launched our product online, supported it via email, and maintained a frugal, cash-neutral operation while reaching an international market from the start.

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.

For the first five years, we focused solely on improving user retention without making any money, which made our product stickier.

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.