Daniel Khachab

But once you figure that complete thing out, not only the product market fit, but also a go-to market of good economics, then just go as fast as possible because that's when you actually will attract copycats. It needs to be the complete thing. And then... We can also answer this question in isolation. We also need to look at the competitor situation.

But once you figure that complete thing out, not only the product market fit, but also a go-to market of good economics, then just go as fast as possible because that's when you actually will attract copycats. It needs to be the complete thing. And then... We can also answer this question in isolation. We also need to look at the competitor situation.

Yeah, I think we had good competitors. I think we still have good competitors.

Yeah, I think we had good competitors. I think we still have good competitors.

Yeah, I think we had good competitors. I think we still have good competitors.

So early on, certainly a company, it was called Recce. And I just think they're a fantastic product for restaurants and probably still have. And we were directly competing in Paris and Chicago, New York, Berlin, everywhere. It was like a multi-frontier war, if you want to say. I think we just sat down and analyzed the strength and weakness and just made a plan on how to win and execute on it.

So early on, certainly a company, it was called Recce. And I just think they're a fantastic product for restaurants and probably still have. And we were directly competing in Paris and Chicago, New York, Berlin, everywhere. It was like a multi-frontier war, if you want to say. I think we just sat down and analyzed the strength and weakness and just made a plan on how to win and execute on it.

So early on, certainly a company, it was called Recce. And I just think they're a fantastic product for restaurants and probably still have. And we were directly competing in Paris and Chicago, New York, Berlin, everywhere. It was like a multi-frontier war, if you want to say. I think we just sat down and analyzed the strength and weakness and just made a plan on how to win and execute on it.

And I think actually it's fantastic that we had a good competitor and actually a competitor that at that point was probably already 10 times larger than us. We had maybe raised 2 million, they had raised 20 million. That was very fertile ground for us to start.

And I think actually it's fantastic that we had a good competitor and actually a competitor that at that point was probably already 10 times larger than us. We had maybe raised 2 million, they had raised 20 million. That was very fertile ground for us to start.

And I think actually it's fantastic that we had a good competitor and actually a competitor that at that point was probably already 10 times larger than us. We had maybe raised 2 million, they had raised 20 million. That was very fertile ground for us to start.

And it makes you better, but it's also like, it's the simplest motivational tool, right? It's like, you know, when you're second, when you're third, like, what's the goal? Here's the number one. The goal is, get a bit above the number one. It's as simple as that. Now, once you're the number one, okay, what's the goal now? Stay number one is a bit defensive, right?

And it makes you better, but it's also like, it's the simplest motivational tool, right? It's like, you know, when you're second, when you're third, like, what's the goal? Here's the number one. The goal is, get a bit above the number one. It's as simple as that. Now, once you're the number one, okay, what's the goal now? Stay number one is a bit defensive, right?

And it makes you better, but it's also like, it's the simplest motivational tool, right? It's like, you know, when you're second, when you're third, like, what's the goal? Here's the number one. The goal is, get a bit above the number one. It's as simple as that. Now, once you're the number one, okay, what's the goal now? Stay number one is a bit defensive, right?

So, like, kind of, like, you need to go from, like, winning to, like, dominating. How do you define it? And suddenly, things become a bit unclear. Like, you're essentially always pushing forward and excellent stuff like that, but...

So, like, kind of, like, you need to go from, like, winning to, like, dominating. How do you define it? And suddenly, things become a bit unclear. Like, you're essentially always pushing forward and excellent stuff like that, but...

So, like, kind of, like, you need to go from, like, winning to, like, dominating. How do you define it? And suddenly, things become a bit unclear. Like, you're essentially always pushing forward and excellent stuff like that, but...

Yes, to a certain extent, right? Because I think a common enemy, an extrinsic motivation, if you want so, works. But I still believe what works better is an intrinsic motivation. It's like we are here to achieve our mission. That's why we're here. You know, and by the way, lions don't lose sleep over sheep.

Yes, to a certain extent, right? Because I think a common enemy, an extrinsic motivation, if you want so, works. But I still believe what works better is an intrinsic motivation. It's like we are here to achieve our mission. That's why we're here. You know, and by the way, lions don't lose sleep over sheep.

Yes, to a certain extent, right? Because I think a common enemy, an extrinsic motivation, if you want so, works. But I still believe what works better is an intrinsic motivation. It's like we are here to achieve our mission. That's why we're here. You know, and by the way, lions don't lose sleep over sheep.