Guillaume Moubeche

You have two ways to approach it. It's like basically blue ocean versus like red ocean strategy. When I first started, I thought that, you know, like you had to be unique to succeed in a market and you had to be like the first mover in order to really succeed. But later on, I realized that once the market is crowded, it means the product market fit already exists.

It might not exist with your own product, but if you try and succeed in being better than competition, you can win big. So I think for me, it's just a different kind of bet that you're making from the start. And I remember that when I first started, some people say that they are proud bootstrapper and they were like hardcore bootstrapper from the start. And if I said that, I would be simply lying.

It might not exist with your own product, but if you try and succeed in being better than competition, you can win big. So I think for me, it's just a different kind of bet that you're making from the start. And I remember that when I first started, some people say that they are proud bootstrapper and they were like hardcore bootstrapper from the start. And if I said that, I would be simply lying.

It might not exist with your own product, but if you try and succeed in being better than competition, you can win big. So I think for me, it's just a different kind of bet that you're making from the start. And I remember that when I first started, some people say that they are proud bootstrapper and they were like hardcore bootstrapper from the start. And if I said that, I would be simply lying.

When I first started, I wanted to raise funds. I just got rejected so many times that eventually, you know, like I became a bootstrapper. So it wasn't really by decision at first.

When I first started, I wanted to raise funds. I just got rejected so many times that eventually, you know, like I became a bootstrapper. So it wasn't really by decision at first.

When I first started, I wanted to raise funds. I just got rejected so many times that eventually, you know, like I became a bootstrapper. So it wasn't really by decision at first.

First thing, we didn't have money. So I started the LEM list with only $1,000. So I couldn't hire anyone. The things that I would have done with money is obviously like hire people to do all the things that as a founder, I felt like were not worse of my time, which was definitely a mistake.

First thing, we didn't have money. So I started the LEM list with only $1,000. So I couldn't hire anyone. The things that I would have done with money is obviously like hire people to do all the things that as a founder, I felt like were not worse of my time, which was definitely a mistake.

First thing, we didn't have money. So I started the LEM list with only $1,000. So I couldn't hire anyone. The things that I would have done with money is obviously like hire people to do all the things that as a founder, I felt like were not worse of my time, which was definitely a mistake.

but typically, you know, like I see too many founders because right now I've invested like in, in around like 20 startups. We, I mean, with, with Lampire, I also cashed out $30 million. So made money along the way, et cetera. But I see that too many founders, you know, are afraid to do like sales, because they believe that sales is a job like anyone can do, etc.

but typically, you know, like I see too many founders because right now I've invested like in, in around like 20 startups. We, I mean, with, with Lampire, I also cashed out $30 million. So made money along the way, et cetera. But I see that too many founders, you know, are afraid to do like sales, because they believe that sales is a job like anyone can do, etc.

but typically, you know, like I see too many founders because right now I've invested like in, in around like 20 startups. We, I mean, with, with Lampire, I also cashed out $30 million. So made money along the way, et cetera. But I see that too many founders, you know, are afraid to do like sales, because they believe that sales is a job like anyone can do, etc.

But actually, sales is the most important skills you need to learn as a founder because everything is about sales. It's about sales when you want to hire a top talent. It's about sales whenever you need to make your first dollars and understand what people are really buying, what specifically they are buying. So the fact that I couldn't raise

But actually, sales is the most important skills you need to learn as a founder because everything is about sales. It's about sales when you want to hire a top talent. It's about sales whenever you need to make your first dollars and understand what people are really buying, what specifically they are buying. So the fact that I couldn't raise

But actually, sales is the most important skills you need to learn as a founder because everything is about sales. It's about sales when you want to hire a top talent. It's about sales whenever you need to make your first dollars and understand what people are really buying, what specifically they are buying. So the fact that I couldn't raise

I spent the first 18 months where I was doing pretty much like everything. So I would do like customer support. I would do like all the sales demos. I would also do like the marketing and websites. So I would write content and I kind of started building, I would say, like a very efficient customer acquisition engine, if I can call it that way. And to sum it up, you know, like...

I spent the first 18 months where I was doing pretty much like everything. So I would do like customer support. I would do like all the sales demos. I would also do like the marketing and websites. So I would write content and I kind of started building, I would say, like a very efficient customer acquisition engine, if I can call it that way. And to sum it up, you know, like...

I spent the first 18 months where I was doing pretty much like everything. So I would do like customer support. I would do like all the sales demos. I would also do like the marketing and websites. So I would write content and I kind of started building, I would say, like a very efficient customer acquisition engine, if I can call it that way. And to sum it up, you know, like...

Because our products, when you are in a very competitive market, you need to define clearly who your persona is going to be. We started, you know, entering the market with the low end of SMBs. So mostly like founders. So people, we can basically act quick and we're looking for the most innovative solution to have an edge. And by entering that market, what I would do is I would eat my own dog food.