We realized that investors prefer big market potential, so we adjusted our projections to be more realistic, but it still didn't resonate with them.

Investors were hesitant to back DoorDash because, although we had strong numbers, it wasn't clear that we would emerge as the largest player in the market.

We learned that focusing on the market size and economic benefits of our business was more compelling to investors than just the excitement of our product.

Despite initial investor reluctance due to past failures in grocery delivery, we eventually closed a seed round with an investor who believed in us.

Before we entered the scene, investors had to rely on surveys to understand consumer behavior, which was a slow and costly process.

We stood out to investors because we weren't like everyone else; we had a straightforward business model and were addressing a real pain point in a fragmented market dominated by big incumbents.

Investors often dismissed women's health as a small market, questioning if 50% of the population was significant enough.

Many e-commerce companies raised large sums but failed due to poor customer acquisition strategies, which we aimed to avoid by focusing on profitability.

The market for online transactions was tiny when we started, with only about 2% of consumer spending happening through the Internet.