We brought in customers early to test our product, which helped change the minds of skeptical team members when they saw real-time reactions from users.

We launched our product online, supported it via email, and maintained a frugal, cash-neutral operation while reaching an international market from the start.

Our first customers were friends who were scientists, and they provided valuable feedback that helped us refine our service to be more effective and cost-efficient.

In the early days, we avoided free trials to ensure we received feedback only from customers who truly valued our product, which helped us stay focused on delivering real value.

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.

The skepticism among the founders led us to seek customer feedback early, which was crucial in determining the viability of our product idea.

Our growth primarily came from word of mouth and PR, as we focused on making sure customers loved our service.

We decided to sell to our first 10 customers completely cold, without referrals, to prove market fit.

During Y Combinator, we learned the importance of getting our product into the field for beta testing, which helped us iterate and improve.