We structured our weekly meetings with Y Combinator partners to ensure accountability and to address feedback effectively.

During Y Combinator, we focused on building strong relationships with our first 100 customers, doing things that don't scale to ensure they loved our service.

We started measuring our growth weekly and focused on what progress we could make week over week, which helped us recover from our initial struggles.

We focused on one approach rather than spreading our resources too thin, which is a key takeaway for startups.

During the three-month Y Combinator program, the entire team focuses solely on growing the company and its numbers, which is extremely beneficial.

When we decided to join Y Combinator, we were already profitable and saw it as an opportunity to scale our team and improve our fundraising efforts.

During Y Combinator, we learned the importance of talking to customers directly, not just through customer service.

Despite initial rejection from Y Combinator, I focused on their encouragement to reapply, which motivated me to improve my startup. I set myself the goal to grow by 10 to 20% every single week, pretending as if I got into Y Combinator.

In hindsight, we didn't track revenue effectively; we focused on usage metrics, which made it unclear how many monthly active users we needed for fundraising.