After realizing we needed to expand our sales team, we went from 12 to 100 salespeople in less than a year to better serve our growing customer base.

We grew our user base from 350 to 2500 through press coverage and word of mouth, targeting college campuses for further expansion.

In the early days, we had 10 to 15 meetings every day with potential customers, but I still didn't fully understand what we were going to build, which was confusing for me as a product manager.

We scaled our company from zero to seventy million in revenue with just six people at the start, which was a challenging situation.

We learned to do things that don't scale, like personally meeting our users in New York, which helped us build rapport and gather valuable feedback.

We targeted major events like the Democratic National Convention and the World Cup to bootstrap our growth, focusing on PR and word of mouth.

We faced significant regulatory resistance from real estate associations, but we activated support from state legislators who were fans of our service, which helped us overcome opposition.

In a pivotal meeting, I asked an investor for $25,000 to expand our operations, and he agreed without hesitation, which was a huge relief for us.

We took out a credit card and set up meetings with potential investors, knowing that if we didn't raise money, we would have to shut down the company.