Neil Patel

And so there's endless things on the other side of you making that viable, as well as we needed our AWS. There were problems like the bandwidth between S3 and Lambda. We were getting caught on that constantly. So we were hitting the limits there. So you could get all the data in, get it into S3, but we couldn't query it fast enough because we just basically saturate everything.

And if we kept ending lambdas, obviously that has an issue around cost. And so we had all these issues. And so just even we ate the debt on one side. And then on the other side, if you went back, you'd be like, we didn't need to. We had the time to redo it from scratch, essentially, just because the data store was going to take longer than we thought.

And if we kept ending lambdas, obviously that has an issue around cost. And so we had all these issues. And so just even we ate the debt on one side. And then on the other side, if you went back, you'd be like, we didn't need to. We had the time to redo it from scratch, essentially, just because the data store was going to take longer than we thought.

And if we kept ending lambdas, obviously that has an issue around cost. And so we had all these issues. And so just even we ate the debt on one side. And then on the other side, if you went back, you'd be like, we didn't need to. We had the time to redo it from scratch, essentially, just because the data store was going to take longer than we thought.

The feeling we had when we released the beta cloud, our MVP, was we had felt we had now been much later than we had thought about bringing the thing we were building to market. It doesn't matter which thing we were building, but since the inception of the company to bringing it to market, it had elongated because we decided to pivot. And we were just desperate.

The feeling we had when we released the beta cloud, our MVP, was we had felt we had now been much later than we had thought about bringing the thing we were building to market. It doesn't matter which thing we were building, but since the inception of the company to bringing it to market, it had elongated because we decided to pivot. And we were just desperate.

The feeling we had when we released the beta cloud, our MVP, was we had felt we had now been much later than we had thought about bringing the thing we were building to market. It doesn't matter which thing we were building, but since the inception of the company to bringing it to market, it had elongated because we decided to pivot. And we were just desperate.

Like we had this massive list of things we could have done, but we were so desperate to just put it into people's hands. In a way, we pushed off anything that would have made like complete sense for us to be like, okay, of course you build this next or that next or whatever.

Like we had this massive list of things we could have done, but we were so desperate to just put it into people's hands. In a way, we pushed off anything that would have made like complete sense for us to be like, okay, of course you build this next or that next or whatever.

Like we had this massive list of things we could have done, but we were so desperate to just put it into people's hands. In a way, we pushed off anything that would have made like complete sense for us to be like, okay, of course you build this next or that next or whatever.

And instead we worked on just talking to as many people as possible, getting as many people to use it, getting that feedback and just working through feedback. And honestly, I'd say we probably did that for a couple of quarters where we didn't really work as much towards these are like the longer term goals. We worked more towards this thing is so new in so many places.

And instead we worked on just talking to as many people as possible, getting as many people to use it, getting that feedback and just working through feedback. And honestly, I'd say we probably did that for a couple of quarters where we didn't really work as much towards these are like the longer term goals. We worked more towards this thing is so new in so many places.

And instead we worked on just talking to as many people as possible, getting as many people to use it, getting that feedback and just working through feedback. And honestly, I'd say we probably did that for a couple of quarters where we didn't really work as much towards these are like the longer term goals. We worked more towards this thing is so new in so many places.

The last thing we wanted to do was continue to run without actually getting a feeling of what's happening around us. We put ourselves in the hands of our first users and then the growing user base, and we've focused on just making them happy. What happened from that was essentially we grew our user base, which is great.

The last thing we wanted to do was continue to run without actually getting a feeling of what's happening around us. We put ourselves in the hands of our first users and then the growing user base, and we've focused on just making them happy. What happened from that was essentially we grew our user base, which is great.

The last thing we wanted to do was continue to run without actually getting a feeling of what's happening around us. We put ourselves in the hands of our first users and then the growing user base, and we've focused on just making them happy. What happened from that was essentially we grew our user base, which is great.

We learned where they were, where we needed to be to get more people to use us, to get the right feedback and things, and also different kind of levels of usage between startups, between late stage startups, actual businesses, et cetera, et cetera, et cetera. As we grew into those, we could pick up things like off the shell of the back burner, which we knew we would want to do.

We learned where they were, where we needed to be to get more people to use us, to get the right feedback and things, and also different kind of levels of usage between startups, between late stage startups, actual businesses, et cetera, et cetera, et cetera. As we grew into those, we could pick up things like off the shell of the back burner, which we knew we would want to do.

We learned where they were, where we needed to be to get more people to use us, to get the right feedback and things, and also different kind of levels of usage between startups, between late stage startups, actual businesses, et cetera, et cetera, et cetera. As we grew into those, we could pick up things like off the shell of the back burner, which we knew we would want to do.

But we could blend them into what the customers wanted as well. And so even now we have this vision of when I like I carry this vision all the time of, OK, I know exactly what I want Axiom to be. But we're always trying to align it with the current needs of customers or like the three month or six month needs of customers. And then we don't try and make roadmaps as much.