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.

This bold move created friction within the company, but looking back, it was a successful strategy that allowed us to learn and adapt quickly.

To gain the trust of early customers, we initially targeted fellow companies in Y Combinator who were also new and had never paid themselves, which was a strategic move to build our initial customer base.

In the early days, we struggled to raise money, which taught us to focus on solving real problems and to build an efficient, profitable business from day one.

During our early days, we communicated closely with our 24 users, which helped us understand their needs without being metric-driven.

We started with many assumptions about technology and our company structure, and we learned from being wrong.

The initial traction we received was surprising, leading us to iterate quickly based on user feedback and adapt our product accordingly.

We were patient in the first three years, focusing on creating a strong business model to support small to medium-sized merchants rather than copying models from Amazon or eBay.

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.