Eight months later, I had to fire my best friend who was my CTO because he focused too much on technology rather than what users wanted.

I realized I wasn't good at product management and had to let go of that role to allow someone more qualified to lead product development.

One key lesson I learned from Y Combinator is the importance of firing people who aren't a good fit quickly, as it affects the entire team's morale and productivity.

I faced significant challenges during my first company, including being fired, which taught me the harsh realities of entrepreneurship.

Hiring the right people is incredibly challenging, and it's okay to make mistakes in the process. I had to let go of a salesperson early on because he wasn't a culture fit, which was a learning experience for us.

We decided to stop working on our initial business model and pivot to something else, which involved a lot of difficult decisions, including letting go of our team.

I learned the hard lesson that whoever pays you kind of owns you and determines how your product evolves, which led to a misalignment with my original mission of helping students find good jobs.

I brought on two technical co-founders who started building the website, and while they were working, I decided it was time to fundraise.

I believed we needed to do hardware to compete in the mobile space, but the board disagreed, which contributed to my decision to resign.