Touch technology was a significant challenge, and there were many moments when we nearly gave up on it, but it ultimately became a defining feature of our products.

We engaged with hardware vendors like IBM and HP, trying to convince them to partner with us, despite initial resistance.

We calculated that we needed at least $100 million to make a smartphone, which was impossible to raise at the seed stage, and we faced rejection from factories like Foxconn.

With the initial funding, we hired engineers to help develop our iPhone app, but faced delays in getting it approved.

During the disillusionment phase, we struggled to attract investment due to recent failures of other hardware companies, which made investors hesitant.

Microsoft had an opportunity to become a significant player in mobile before Android took off, but they were too locked into their existing business model to adapt quickly.

We faced challenges with our product's pre-order sales drying up and struggled to maintain press coverage as our product wasn't ready for manufacturing yet.

After launching our first consumer product, we realized we had compromised on key design elements, which ultimately led to its poor performance in the market.

From day one, we filed patents to protect our intellectual property, especially while competing against giants like Microsoft and Intel, although the patents didn't provide much help in the long run.