I would have changed the focus from sales and marketing to delighting customers earlier, as our early DNA was too sales-heavy and not customer-focused.

Learning to hire and manage effectively became crucial as I transitioned from building a product to building a company that creates products.

I transitioned from product management to marketing because I felt that marketing was an area we hadn't fully figured out yet, despite having a functioning sales team and clear product-market fit.

The transition from a product to a company requires not just a great idea but also a clear understanding of the market dynamics and customer needs.

As your company grows, your main job shifts from building a great product to building a great company, which is a significant transition for founders.

The transition from a small, intimate team to a large organization can be jarring, as it shifts from a family-like environment to one focused on performance and efficiency.

The transition from a technology-focused startup to a media and technology company requires learning new skills and adapting to different business dynamics.

Product obsession is crucial in tech leadership. Companies often transition from product-focused leaders to sales leaders, but history shows that bringing back product-focused leadership can revitalize a company.

This bold move created friction within the company, but looking back, it was a successful strategy that allowed us to learn and adapt quickly.