Rahul Vohra

Remember, you have the right not to serve.

I'm going to say that again.

You have the right not to serve any customer.

Founders, forget this.

So people would sign up and say, and we used to have a survey.

We'd be like, what mobile phone do you have?

They'd say Android.

And I said, well, you can't have superhuman.

And people get confused, like, why?

Isn't it my decision whether or not I buy?

And I'm like, no, it's my decision whether or not I sell.

Yeah, it's interesting how these sort of different things, the dots connect.

It's like one, by asking for money up front, it's sort of like, okay, I'm committed to going through this process with you.

By having a human there, I am going to walk through this sort of complicated set of use cases and be able to personalize towards like an aha moment that that drives really high retention, it drives ARR growth.

But this piece about the net promoters is a really interesting one, which is if I got through all of that, I'm probably going to tell my friends about it.

But not just because it was a great experience, but because it was different, that it was contrarian or different from what other people are doing.

It seems like almost like by making very focused, strange decisions that kind of fit together, there's something new there or something.

it wasn't being strange or different for the sake of it.

I genuinely thought all of these things were the right thing to do for their own reasons.

The market doesn't care.