When we first launched our product, I was embarrassed about its readiness, but we had to ship it. We learned from our initial customers, who provided valuable feedback that helped us improve.

After launching our first product, we received positive feedback from investors, but I was unaware that we were about to face a long period of struggle.

Initially, we thought we were on the path to success, but I later realized that we were not converting users into paying customers because we were too focused on fundraising and PR instead of creating a product that people actually needed.

In our first year, we faced significant challenges, including a tough go-to-market transition and hiring the wrong team for our stage of growth.

When we launched a new product in 2011, we received a billion media impressions, but we also faced issues with product failures at scale.

The brutally honest feedback we received from Y Combinator helped us understand that we weren't at a point where we could credibly claim product market fit.

After receiving clear product-market feedback, I realized I should have hired faster to capitalize on the market's interest in our product.

Meeting Steve Jobs before our product launch was a pivotal moment; his brutal feedback made us realize we had compromised on our core values and instincts.

As the crypto market began to cool, we received feedback that we were losing our product edge and failing to keep up with the evolving needs of users in the crypto space.