Puroon Shahada

And we had to find a way to really kind of just, you know, come to terms with how will I actually bring that cap table to be unlocked.

So I used debt and I used some of the, you know, crude capital to come up with a schedule to pay him off, pay the second investor off.

And then actually went on to, you know, really kind of grow the product through the two rounds that I've done since.

I'm going to walk you through that here.

So first, you know,

First part of the presentation is about bootstrapping.

The number one thing you have to think about is actually the product itself.

Everything else won't matter.

Financial engineering comes later.

Optimization comes later.

You can think about everything else later and you can hire all of those pieces out until you actually nail the product.

You won't really get too far with it.

So if you're an early stage, that's sort of what you focus on.

The slide here is showing that we took a while to get to the revenue numbers.

At this time, we are growing 50% and we are actually fast growing.

I would attribute most of that to the early stages when we were truly focused on the product.

I think not just the product itself and making sure the product is adding value, you also have to make sure that you're getting customers of the same kind.

Because if you get seven customers, each one of them is using it differently, you don't really have a business yet, right?

So to stay close to your ideal customer profile or to continuously evolve and fire the customers that don't belong there, this is the discipline that you have to be sure about in early stages.

Definitely feel like, you know,