Nathan Berry

I think we were spending 80 grand a month and we had like 15 grand of cash in the bank.

So gross, where we were still profitable and the dollar amounts were going up.

The bank balance is getting bigger, but at the same time, your day's worth of expenses is going down.

Because $15,000 in the bank, when you have $5,000 of MRR and $5,000 of expenses, that's fine.

But when you have $100,000, it's not cool anymore.

Yeah.

So that's where we were.

We had basically, we wanted to get the team together because we had, I don't know, 13, 14 people on the team at the time.

And we thought, okay, but we just can't afford it.

And so we cut expenses, doubled down, or we didn't cut expenses.

We basically locked expenses and then grew our way out of it.

And we grew our way from like barely break even to five months later, we had 60%, sorry, 50% profit margins.

three months of expenses in the bank and we did a team retreat to celebrate.

And so that was like the big high in entrepreneurship.

And the whole team flies into Boise.

We have like, everyone's showing up for this team retreat and we get a denial of service attack where someone goes like very deliberate, very malicious goes to take down our servers.

And yeah,

It's like, I distinctly remember picking up Brad, one of our lead engineers at the airport and I show up and he's like next to baggage claim on his laptop, like trying to keep the servers up.

And it's that sort of thing where you go from this crazy high and it's like, oh man, I can't believe we pulled that off to the equivalent of your hotel burning down or like this, like, I don't know how we're going to recover from this.

And you always do.