In 2011, we made the aggressive decision to separate our DVD and streaming services, which led to significant backlash and a drop in stock, teaching us the importance of balancing innovation with customer expectations.

After facing significant setbacks, we took back control from our investors and focused on learning from our mistakes to develop a better product.

When the COVID-19 pandemic hit, we had to pivot quickly. Instead of laying off our team as advised, we chose to be transparent and asked everyone to take pay cuts to weather the storm together, which ultimately helped us find our product-market fit.

Understanding that we were reinventing the funding industry allowed us to prioritize customer happiness as a key driver of our business.

In March 2022, we faced a significant challenge when capital markets fell, and we had to create as much efficiency as possible to survive against competitors with much more cash.

The most significant part of our turnaround since going public was shifting our focus to making active traders happy, which led to rapid improvements in customer satisfaction.

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 felt crushed after failing to secure funding, but I decided to use our remaining resources to continue pushing forward and meet with customers to understand their needs better.

I faced a moment of panic when I learned that a glitch in our ordering process would lead to a loss, jeopardizing our bank covenants shortly after moving to Las Vegas. We had to find $10 million to reduce our debt and ensure we could make all payments without missing payroll.