We learned the importance of understanding our customers' needs, especially as we scaled, to ensure we were meeting the right demands.

We realized that the demand for delivery services was stronger outside city centers, leading us to focus on suburban areas rather than competing in densely populated urban markets.

In 2015, we initially focused on hyperlocal fashion, but learned that fulfillment is crucial, leading us to pivot towards a marketplace model that better serves small shop owners.

Listening to customer needs was crucial in shaping our strategy, as we found that suburban areas had higher demand and better unit economics for delivery services.

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.

We conducted market research by testing Craigslist listings with delivery options, which showed a significant interest in a more convenient solution.

We realized that businesses were increasingly building complicated transaction-oriented services, which is where Stripe's tools and APIs come into play.

The insight was to do 10-minute delivery while also building out the full stack of commerce, allowing us to run logistics and maintain better quality control.

During our time at Y Combinator, we focused on understanding whether consumers would pay for delivery services and if restaurants would be willing to partner with us.