We faced significant regulatory resistance from real estate associations, but we activated support from state legislators who were fans of our service, which helped us overcome opposition.

We learned that focusing on the market size and economic benefits of our business was more compelling to investors than just the excitement of our product.

We stood out to investors because we weren't like everyone else; we had a straightforward business model and were addressing a real pain point in a fragmented market dominated by big incumbents.

Navigating government relations was a huge challenge for us, and we learned through trial and error that fighting wasn't the best approach; instead, we aimed to partner with cities.

We aimed to empower consumers in the real estate market just as we did in the travel industry, by making information accessible and transparent.

Regulatory challenges can hit unexpectedly, similar to being punched in the face, and startups must be prepared to navigate these issues as they arise, particularly with short-term rental laws from Attorney Generals who can impose serious consequences.

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

We effectively used the inbound versus outbound marketing argument to make our points clear and understandable.

We crafted a 'David versus Goliath' narrative against Adobe, which resonated with reporters and helped us gain legitimacy and customers who were frustrated with the incumbent.