Initially, we thought we were on the path to success, but I later realized that we were not converting users into paying customers because we were too focused on fundraising and PR instead of creating a product that people actually needed.

We didn't take the approach of getting a billion users and figuring out how to make money later; we focused on how to monetize if we could get to 100 million monthly active users.

While revenue is often the best primary metric, some startups may focus on active users, especially if building a large audience is a prerequisite for monetization.

In the early days, we tracked visitors, leads, and customers, but we should have focused on churn rates to understand customer satisfaction better.

During our time at Y Combinator, we learned the importance of focusing on one key metric, which for us was average weekly donations.

In the early days, we tracked our revenue daily to ensure everyone in the company was aligned with our financial goals.

Fundraising before you have any metrics can be beneficial, but once you have revenue, you'll be judged on that revenue 97% of the time.

We learned that using traditional VC thinking to gauge market size can be misleading; instead, we focused on user needs and market trends.

We started with a freemium model, but realized it distracted us; we shifted to a paid model and consistently increased prices over time, which helped us focus on serious customers.