When deciding to close a project like Artifact, it's important to evaluate what ideas you still want to explore before shutting it down. Prioritize a few key ideas, test them, and assess their impact on the company's trajectory.

The decision to shut down was influenced by the realization that our initial hypothesis about the business model wasn't panning out as expected.

I realized I wasn't good at product management and had to let go of that role to allow someone more qualified to lead product development.

I explored three options: pivoting the business, seeking acquisition, or shutting it down completely, ultimately deciding to close Poppy.

We decided to stop working on our initial business model and pivot to something else, which involved a lot of difficult decisions, including letting go of our team.

The final decision to shut down came after realizing that the business model was not sustainable and that it was time to start fresh. I was tremendously lucky to have supportive investors who believed in the mission of Poppy, which made it easier to communicate the difficult decision to shut down.

Even though we had a solid growth rate, it wasn't enough to sustain the business, leading me to consider shutting it down.

Good reasons to pivot include feeling unhappy working on the idea, lack of growth, or realizing you're not the right fit for the project.

I turned down a life-changing offer to sell Replit because I felt it wouldn't achieve its full potential and I didn't want to let down my supporters.