Tito Goldstein

When it was just me and Arjun tinkering on ideas in a cafe or spending nights and weekends building and designing and thinking of what this could be, I don't think either one of us could have pictured this.

We probably had an inkling of

of this somewhere in the back of our heads, but we'd never done it as first time founders.

It didn't seem natural.

It just seemed okay.

That's where we hope.

But now sitting in the office, looking around, there are people here who are also spending their nights and weekends for this cause, for this mission, to build the absolute cutting edge, amazing technology for folks who have never seen it before.

And they get excited when we deploy to a customer.

So I think ultimately it does come back to those customers, those users, so that we can get an email

from a nurse who used our instant pay product and was able to pay her mortgage because of it.

We can get a text message from a client or WhatsApp saying, hey, I just unlocked this entirely new workflow that's completely changing my business and allowing me to give more flexibility, more resources to my staff.

So those are the things that are most exciting.

They're little tiny moments.

As you grow, you scale, the volume of them helps you lean into that optimistic side and drive not from maybe pessimism, but from that ambition that you can do even more.

One thing, especially early on, a mistake we potentially made was chasing some of the whales in terms of customers.

I think customers that were succeeding on the platform were loving it, were bringing in new customers, and they honestly didn't need to influence our roadmap that much.

And I think at one point,

When we moved over to enterprise, that first shift, there was a lot of friction there for us to be dealing with a massive organization rather than a small group similar to us.

And so we matured to get there.

But I think we probably made that jump early.