Arto Minasyan

But now the company is growing significantly faster because both of us, like co-founders of the company, shifted attention also to call the market.

And we're like investing heavily in marketing, sales, and the overall distribution.

If you figure out scaling distribution, you would have a category winner.

If you don't, even if you have the best product in the market, you're going to lose the competition.

We plan a couple of different technologies and being a small team who can build, who can make technological breakthroughs, I think that's probably the biggest achievement that I got in my career.

If someone told me 10 years ago that they can build some kind of technology, we should outperform competition, like big tech and everyone in the industry and academia, I would be very pessimistic.

But now I realize that we did it, and not only with one product or one technology, but with multiple.

That would be a proud part of building Crisp.

Antwerp is always about making decisions based on limited data and limited information.

So we made a lot of different decisions.

When we are looking now, apparently there were mistakes, right?

One was like scaling company too fast.

Second, I would mention we started investing in building a different technology in 2021.

In parallel, we have been building six different technologies and eventually we topped five out of those six technologies and just it was like a sunk cost for the company.

The other mistake was not enough focused on go to market at the early days of the company, not being too focused on marketing and sales.

I can remember like a lot of mistakes.

I think we are still making a lot of mistakes, but like those three would be the biggest one.

Too soon, then not enough attention on go to market and also building too many things at parallel.

Even you have attraction with just one thing, it doesn't mean that you need to start building too many things.

Right now, we have three product lines.