Shashwat Sehgal

But building a platform required is a challenge all by itself because you have to keep building. There's so many things to build and you're almost always prioritizing what needs to be built to get to your next milestone, your next landmark, your next bunch of customers. It almost always becomes a race to make sure you have what you need to be able to get to where you want to be.

But building a platform required is a challenge all by itself because you have to keep building. There's so many things to build and you're almost always prioritizing what needs to be built to get to your next milestone, your next landmark, your next bunch of customers. It almost always becomes a race to make sure you have what you need to be able to get to where you want to be.

And I've been extremely proud of the way our team, our small and extremely mighty team, has stepped up to the plate to be able to deliver all those challenges.

And I've been extremely proud of the way our team, our small and extremely mighty team, has stepped up to the plate to be able to deliver all those challenges.

And I've been extremely proud of the way our team, our small and extremely mighty team, has stepped up to the plate to be able to deliver all those challenges.

I'd be very scared if we were not making a mistake. In fact, I won't even say it's almost impossible. I'd say it's absolutely impossible to have impeccable execution on your way to building a billion dollar company. It's just not possible, right? Just because there are so many unknowns, there are so many ways things could go wrong.

I'd be very scared if we were not making a mistake. In fact, I won't even say it's almost impossible. I'd say it's absolutely impossible to have impeccable execution on your way to building a billion dollar company. It's just not possible, right? Just because there are so many unknowns, there are so many ways things could go wrong.

I'd be very scared if we were not making a mistake. In fact, I won't even say it's almost impossible. I'd say it's absolutely impossible to have impeccable execution on your way to building a billion dollar company. It's just not possible, right? Just because there are so many unknowns, there are so many ways things could go wrong.

If anything, what's most important is to just make sure you're making the best decision in any point in time, even though you may have little to no information, little to no data points to make that decision. What's even more important is not to just rest and sit back, but it's super, super critical to make sure if the decision turns out to be wrong, you course correct as soon as possible.

If anything, what's most important is to just make sure you're making the best decision in any point in time, even though you may have little to no information, little to no data points to make that decision. What's even more important is not to just rest and sit back, but it's super, super critical to make sure if the decision turns out to be wrong, you course correct as soon as possible.

If anything, what's most important is to just make sure you're making the best decision in any point in time, even though you may have little to no information, little to no data points to make that decision. What's even more important is not to just rest and sit back, but it's super, super critical to make sure if the decision turns out to be wrong, you course correct as soon as possible.

Sometimes only 60 to 70% of the people you hire work out, right? And when they don't, you have to be absolutely ruthless and quick in making sure that you rectify your mistakes for the benefit of both the individual and the company. And similarly, on the customer front, you might think that a customer wants feature XYZ.

Sometimes only 60 to 70% of the people you hire work out, right? And when they don't, you have to be absolutely ruthless and quick in making sure that you rectify your mistakes for the benefit of both the individual and the company. And similarly, on the customer front, you might think that a customer wants feature XYZ.

Sometimes only 60 to 70% of the people you hire work out, right? And when they don't, you have to be absolutely ruthless and quick in making sure that you rectify your mistakes for the benefit of both the individual and the company. And similarly, on the customer front, you might think that a customer wants feature XYZ.

But what is often left unsaid is they might be articulating a feature just because they haven't thought of alternative ways to solve the actual underlying problem. Right. And so many times it turns out that you have misdiagnosed the problem and you are going too far out, building a feature, missing the forest for the trees.

But what is often left unsaid is they might be articulating a feature just because they haven't thought of alternative ways to solve the actual underlying problem. Right. And so many times it turns out that you have misdiagnosed the problem and you are going too far out, building a feature, missing the forest for the trees.

But what is often left unsaid is they might be articulating a feature just because they haven't thought of alternative ways to solve the actual underlying problem. Right. And so many times it turns out that you have misdiagnosed the problem and you are going too far out, building a feature, missing the forest for the trees.

And again, in instances like this, it is absolutely imperative to take the MVP approach. Just keep iterating, keep shipping, creating a very tight feedback loop between the customer and the R&D team so that you can rectify or you can catch the mistakes as soon as possible. And more importantly, rectify them before too much time has been lost. That's what I'd say, right?

And again, in instances like this, it is absolutely imperative to take the MVP approach. Just keep iterating, keep shipping, creating a very tight feedback loop between the customer and the R&D team so that you can rectify or you can catch the mistakes as soon as possible. And more importantly, rectify them before too much time has been lost. That's what I'd say, right?

And again, in instances like this, it is absolutely imperative to take the MVP approach. Just keep iterating, keep shipping, creating a very tight feedback loop between the customer and the R&D team so that you can rectify or you can catch the mistakes as soon as possible. And more importantly, rectify them before too much time has been lost. That's what I'd say, right?