Patrick Campbell

But then it was like, we had to make a decision as a bootstrap company.

Do we just want to hoard the equity amongst the exec team, basically?

That's what a lot of bootstrap companies do.

And we always had intentions of growing and being a large company.

So it was a little easier because we were like, no, we need people who are going to be here eight, nine years, that type of a thing to come with us.

And so, but yeah, founder vesting, and then also just setting expectations early on.

And the MVP, to get back to your question, was

this little software product that basically you would send a survey through the link that was produced through the software.

And then you could answer or someone could answer these pricing questions.

We pulled the data in and then basically the algorithm would crunch the data and give you this like willingness to pay information.

So it was supposed to help product people with like pricing their products.

We very quickly learned that like,

pricing, there's a trust gap.

There's a lot of products out there that have trust gaps where it's like, you can give them the tools to do the thing, but at the end of the day, they're like, can someone just do this for me and help me understand what I should do?

You'd have some of the smartest, some of our earliest customers, they're public companies and they would be some of the smartest people.

I give them any other problem, any other problem, even if they don't have the skills to do it.

I give an HR person an engineering problem, they'll go try to figure it out.

Pricing, everyone gets uncomfortable and

you know, like they just started like, Oh, we'll figure it out next quarter.

And then you go five years without changing, changing prices.