Instead of interviewing customers to identify their problems, we had to build a product based on our assumptions and then iterate based on their feedback, which was often critical.

In the early days, we were always scared of not getting it right and being out-executed by competitors, which drove us to focus hard on our early customers and their needs.

During our early days, we communicated closely with our 24 users, which helped us understand their needs without being metric-driven.

When we were smaller, we recognized that most of our potential customers were not yet using monday.com, which helped us focus on future growth rather than just current success.

We didn't even attempt to talk to investors because we had no product or clear idea of what our product should be.

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.

I learned that without customer feedback, I had no idea what to build, which was a critical lesson I missed in my previous startup.

In the early stages, I learned that having a solid marketing strategy and understanding customer needs is as crucial as the technical aspects of product development.

It's common for founders to spend too much time alone, developing elaborate ideas without engaging with users, which is crucial for sales.