Mauricio Quiguela

And at the time we listed a lot of actions that we would take to solve the problem in terms of lead scoring, customer support, lead qualifying or lead generation and so on.

So we thought we knew the problem.

We thought we knew how to fix it.

But in fact, we had no idea about what was going on for several months.

I am on my fourth company, two exits.

And when I faced this problem, I thought, oh my God, what can I do?

What am I doing wrong?

So what's going on with the company because we are facing this kind of problem?

So the first conclusion was even small companies have a very high complexity.

And I made some mistakes on the beginning of the company.

And that caused a higher complexity than I could have.

First of all, we should start selling to one persona and one ICP.

And I was in a dis-purchase sale, so I was selling to whoever wanted to buy dog sales.

And that caused a big problem because when I had to analyze our customers, the behavior of our customers, I was analyzing in average.

And for the average was really good.

When we took a deeper look at the cohorts of the customers, we found very serious problems.

Second thing, we should generate KPIs since the first day.

I know that it seems very early to generate KPIs when we are starting the company, when we don't reach, we haven't reached the product market fit yet, but that information will be very valuable in the future.

Not at the moment that we are selling, but after that, we would be able to analyze it in a different way.

The third thing is, of course, don't use spreadsheets to generate KPI.