We took out a credit card and set up meetings with potential investors, knowing that if we didn't raise money, we would have to shut down the company.

We raised both equity and debt to finance our operations, allowing us to provide landlords with cash upfront while maintaining a sustainable business model.

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.

We had to build financial controls and go through audits to secure capital, which was critical for our survival against competitors with substantial cash reserves.

With dwindling funds and a working product, I was advised to join Y Combinator, which I initially hesitated to do but ultimately saw as a necessary step to keep the company alive.

When we approached our investors, we clearly communicated that our intent was not to use most of the capital raised for funding receivables, but rather to create a financing solution that allows us to operate effectively.

We realized that to grow our business, we needed to raise capital, as we had no money in the bank after three years of operation, and we didn't want to remain a lifestyle business.

I had to make tough decisions during a crisis, including shrinking the team and raising funds, which ultimately extended our runway and allowed us to launch successfully despite market challenges.

I didn't sell my story well to investors, which led to challenges in raising funds, but eventually, we built a strong case that made it hard for them to ignore us.