We went from close to zero in scale to 200 million in run scale in just six months, which was a crazy growth period for us.

We scaled our company from zero to seventy million in revenue with just six people at the start, which was a challenging situation.

After launching, we grew from reaching about a hundred thousand people a month to a million and a half a month.

You should not scale a company past 20 people before achieving product-market fit; once you find it, scale aggressively.

When deciding to scale rapidly, it's important to identify the right moments to accelerate growth, whether due to competition, market opportunities, or achieving critical mass.

You initially have to do things that don't scale in order to get into scaling, like manually getting users or doing things that wouldn't work with a large user base.

Four months in, having only 3,000 accounts for a consumer startup is not very good, and it surprised me how long it can take to build something worthwhile.

I raised 1.6 million and obsessively built the company for three years, achieving 8.4X growth in one year, which led to a position where I didn't need the money when I went to raise again.

YC encourages doing things that don't scale, like Airbnb did by taking high-quality photos of homes to increase bookings. Don't wait for processes to be perfect before scaling; just get started in an unscalable way to unlock potential.