Paul Graham's idea of doing things that don't scale applies not only to product development but also to building relationships with investors.

By April 2009, we became Ramen profitable, which allowed us to secure a $600,000 investment from Sequoia Capital, marking a significant turning point for Airbnb.

Paul Graham advised us to focus on a few users who truly love our product rather than trying to appeal to a larger audience, emphasizing the importance of building strong relationships with early adopters.

Paul Graham's advice on scheduling is invaluable; it emphasizes the importance of managing time effectively in the tech industry.

Paul Graham's advice to focus on immediate problems rather than scalability encourages founders to prioritize getting their first customers and building their initial product.

Paul Graham advised us that it's better to have 100 customers who love your product than a million who just like it, emphasizing the importance of passionate advocates.

In the early days, we tracked our revenue daily to ensure everyone in the company was aligned with our financial goals.

We had a $500 a month budget for food, which forced us to cook all our meals and be resourceful as we built the company.

Paul Graham's essay 'Do Things That Don't Scale' emphasizes that in the early stages, founders often do crazy things to make their startups work.