Our new dinner subscription service significantly outperformed previous versions of Gobble, achieving five times the revenue and showing promising growth.

In the beginning, we described Gobble as a marketplace for personal chefs and families, which resonated with the peer-to-peer economy trend at the time.

Even after two failed versions of Gobble, I believed in our mission to provide busy people with home-cooked meals, which kept me motivated to find a solution.

The employees who lasted the longest at Gobble were those who were referred, sharing similar values and trust, and I kept them motivated by being transparent about the challenges we faced.

I turned down an acquisition offer from a clothing startup because I saw so much potential in Gobble and wanted to focus on solving a real problem in the meal kit space.

When we launched Groupon, we started with a two-for-one pizza deal at a local bar called Motel Bar, which was a simple way to test the market's interest.

Customers wanted the ability to order food on demand, leading us to attempt an on-demand service called Gobble Instant, which ultimately failed due to logistical issues.

I started Gobble while managing another startup, and I was working 16 to 18 hours a day, often eating alone and feeling unhappy.

Spradley allows customers to receive discounts if they share their purchase with friends on social media, which we launched live on Carrot 6.