Andrew Myers

You know, I think the beauty of so many of our decisions is that we do disagree with each other a lot.

And I think the sort of big expression we have at the company is strong opinions loosely held.

And so...

I think almost all our best decisions come from rigorous argument between Eric and myself.

And the bottom line is both of us will often end up abandoning our original position and kind of let logic win out.

But I think too often, it's easy to get invested in your original idea having to be right.

And I think what we really care about is the logical process and getting to the right conclusion rather than starting out in the right place.

So we launched the business.

So we basically had the concept and started working on the SaaS platform in October of 2015.

And then our Yale launch was April of 2016.

Okay.

So to total revenue, you know, we weren't focused on revenue at all.

It was all sort of free trials.

So even at this point, you know, the big focus is we're definitely starting to see that early revenue come in.

But the big focus is user engagement with the platform rather than revenue.

Definitely.

So I think our ingenious way of getting early revenue was to max out our credit cards and rely on Yale for funding.

And so I think it's great when students figure out something really early on, but I think it's easy to get distracted by revenue when what really matters is the quality of your marketplace and ecosystem.

We probably, uh, by the end we're close to, you know, $45,000 in debt total.

Not even cash advances.