Prince Ghosh

We went through Y Combinator, and Y Combinator famously has this quote saying, do things that don't scale. Large companies have to do things that scale because they have to every quarter go up in front of Wall Street and have an earnings press report. And the CFO and the CEO have to hop on with investors and they have to talk about how the business is so scalable and so efficient.

We went through Y Combinator, and Y Combinator famously has this quote saying, do things that don't scale. Large companies have to do things that scale because they have to every quarter go up in front of Wall Street and have an earnings press report. And the CFO and the CEO have to hop on with investors and they have to talk about how the business is so scalable and so efficient.

We went through Y Combinator, and Y Combinator famously has this quote saying, do things that don't scale. Large companies have to do things that scale because they have to every quarter go up in front of Wall Street and have an earnings press report. And the CFO and the CEO have to hop on with investors and they have to talk about how the business is so scalable and so efficient.

And because of that constraint systemically, legacy companies or incumbents or big companies in the space can often not do things that scale. So if you were trying to build a software, a new company in software and services, and you are trying to ask yourselves, hey, why are we uniquely positioned to do this? And why can't an existing legacy player do that?

And because of that constraint systemically, legacy companies or incumbents or big companies in the space can often not do things that scale. So if you were trying to build a software, a new company in software and services, and you are trying to ask yourselves, hey, why are we uniquely positioned to do this? And why can't an existing legacy player do that?

And because of that constraint systemically, legacy companies or incumbents or big companies in the space can often not do things that scale. So if you were trying to build a software, a new company in software and services, and you are trying to ask yourselves, hey, why are we uniquely positioned to do this? And why can't an existing legacy player do that?

Your biggest advantage you have is you're not withheld by that constraint of needing to do things that scale. What that means tangibly is for us early on at Factored Quality, we did a ton of things that don't scale. And we still to this day do it, right? Things like white glove customer service onboarding.

Your biggest advantage you have is you're not withheld by that constraint of needing to do things that scale. What that means tangibly is for us early on at Factored Quality, we did a ton of things that don't scale. And we still to this day do it, right? Things like white glove customer service onboarding.

Your biggest advantage you have is you're not withheld by that constraint of needing to do things that scale. What that means tangibly is for us early on at Factored Quality, we did a ton of things that don't scale. And we still to this day do it, right? Things like white glove customer service onboarding.

For many of the brands that we work with, having our human customer success team as a point of contact for them was one of the biggest reasons they started working with Factored Quality. And to be honest, it's one of the biggest reasons why they continue to stay.

For many of the brands that we work with, having our human customer success team as a point of contact for them was one of the biggest reasons they started working with Factored Quality. And to be honest, it's one of the biggest reasons why they continue to stay.

For many of the brands that we work with, having our human customer success team as a point of contact for them was one of the biggest reasons they started working with Factored Quality. And to be honest, it's one of the biggest reasons why they continue to stay.

They love having a person on the other side of the phone that they can call or hop on a call with, especially in this world where every big company is under more pressure than ever to, for example, automate customer success using AI and agents.

They love having a person on the other side of the phone that they can call or hop on a call with, especially in this world where every big company is under more pressure than ever to, for example, automate customer success using AI and agents.

They love having a person on the other side of the phone that they can call or hop on a call with, especially in this world where every big company is under more pressure than ever to, for example, automate customer success using AI and agents.

We're actually like going completely the opposite direction and saying we think that the biggest opportunity to build a company in this space is around actually creating a very boutique customer success experience, right? Because we don't have that public market led pressure to to build a scalable customer success motion. So I think things like that have been a huge attribute to Tara's success.

We're actually like going completely the opposite direction and saying we think that the biggest opportunity to build a company in this space is around actually creating a very boutique customer success experience, right? Because we don't have that public market led pressure to to build a scalable customer success motion. So I think things like that have been a huge attribute to Tara's success.

We're actually like going completely the opposite direction and saying we think that the biggest opportunity to build a company in this space is around actually creating a very boutique customer success experience, right? Because we don't have that public market led pressure to to build a scalable customer success motion. So I think things like that have been a huge attribute to Tara's success.

But I think doing things that don't scale is actually so important in the earliest stages of a company. Ultimately, at some point, though, you have to figure out a way to try and pseudo scale those things that don't scale. So this is the part that all things come to their point of reckoning at some point or the other. You can get creative about ways to do that as well.

But I think doing things that don't scale is actually so important in the earliest stages of a company. Ultimately, at some point, though, you have to figure out a way to try and pseudo scale those things that don't scale. So this is the part that all things come to their point of reckoning at some point or the other. You can get creative about ways to do that as well.