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

We were patient in the first three years, focusing on creating a strong business model to support small to medium-sized merchants rather than copying models from Amazon or eBay.

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.

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.

After graduating, I focused entirely on my startup but struggled to achieve profitability, which taught me the importance of having paying customers.

We focus on delivering a strong financial model and rigorous analysis to ensure our customer acquisition costs and lifetime values are accurate.

Companies that fail to understand the quality of their revenue and customer retention often struggle after raising a Series B, leading to potential financial issues.

The most common failure in customer acquisition is getting stuck on one or two strategies and repeatedly trying them, which leads to doing more of what doesn't work.

Not having a lot of money forced us to innovate and focus on making every dollar count, which ultimately helped us grow faster than competitors who had more funding.