During the pandemic, we received unexpected calls from companies like A&D Networks and Viacom CBS, who needed our help with remote collaboration. This led us to redefine our service from a general file access platform to a creative content collaboration tool, significantly increasing our annual recurring revenue.

When we found product-market fit, the questions from customers shifted from general interest to specifics about pricing and purchasing, indicating a strong desire to move forward with us.

Many founders find their first customers within their network, and I was fortunate to work with amazing people across various industries who supported our venture.

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.

We networked our way into big AG tech companies through introductions from a key advisor, which helped us gain traction.

In the early days of Airbnb, we struggled to achieve product-market fit and faced significant challenges in getting people to adopt our service.

We engaged with hardware vendors like IBM and HP, trying to convince them to partner with us, despite initial resistance.

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.

DARPA funding allowed us to develop our noise cancellation algorithms for military applications, which helped us keep our company afloat during tough times.