A pivotal moment for us was deciding to transition from a project management tool to a multi-product company built on our platform, responding to how users were leveraging monday.com for various applications.

In the early days, we were always scared of not getting it right and being out-executed by competitors, which drove us to focus hard on our early customers and their needs.

The transformation at monday.com involved recognizing that doing a lot of work doesn't equate to meaningful impact; instead, we focused on what truly moves the needle for our customers.

In the early days, we had 10 to 15 meetings every day with potential customers, but I still didn't fully understand what we were going to build, which was confusing for me as a product manager.

Realizing we were selling to students with limited funds, we shifted our focus to building a product for companies to help them identify the right developers based on skills.

We learned the importance of understanding our customers' needs, especially as we scaled, to ensure we were meeting the right demands.

Starting small and having a clear vision helped us validate our approach and gradually work towards our larger goals.

Ignoring current customers can be strategic; it's crucial to focus on attracting future customers who align with the company's new direction.

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.