Michael Cheng

So maybe my ARPA is a little off.

Bootstrap.

That's something we wanted to do from the very beginning.

And something that I wanted to talk about on here too is...

It was probably one of the best decisions we've made, having that flexibility to be able to pivot and change.

And in a space like what we're working in right now, it's so important to be able to be nimble.

And we've definitely adapted our tool many, many times as the industry changed.

Yeah, we have four core team members.

So the team size is a lot of writers and contributors and definitely people who are remote.

The four core team members allows us to stay lean.

We definitely have higher costs at the beginning when we were building up and kind of pushing through into the markets.

But right now we're running very lean.

Um, and that allows us to make a lot of very interesting decisions and experimentations and testing new products to solve the core problem of content marketing that we're trying.

I think it helped us a lot because it forces us to prioritize.

It forces us to make very intelligent hiring decisions.

You know, instead of hiring all 14 people core full time, we're forced to make the decision of who are the most important roles that we need to keep or what's the absolutely most important feature we have to build today.

And I think at least in many cases and definitely not in all cases, a lot of startups do burnouts from investing in the wrong features and the wrong people.

And there's just so much inertia and momentum to pivot and turn around.

Whereas for us, we have that flexibility.

And the four core members are intentionally 50-50 on both design, user experience, and software engineering and development.