In the early days, I used email to experiment with pricing by sending different offers to customers, which helped us find the best price for our market.

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

We launched an email proof of concept to test if people would visit stores based on our listings, achieving a 48% open rate and decent engagement.

In the early days of Clever, we would send out 10 to 50 cold emails to prospects, ensuring they were short, personalized, and actionable to increase the chances of getting a response.

In the early days, we used Google Sheets as a CRM and relied on email for communication, avoiding expensive tools like Asana or Trello.

In the early days, we had 10 to 15 meetings every day with potential customers, but I still didn't fully understand what we were going to build, which was confusing for me as a product manager.

The initial Gmail invite system was not a clever growth hack; it was a necessity due to limited server space, forcing them to limit access until they could scale.

As we studied the delivery needs of various merchants, we realized there was a broader demand beyond just one type of business.

Block off time to send dozens of personalized emails each day; this dedication will yield better results.