Todd Olson

derive all sorts of learnings that informed new feature developments.

We actually end-of-lifed the thing that she was using and developed a whole new feature area that benefited every customer and kind of reinvented certain use cases around our product, but we wouldn't have done it if we weren't going really, really deep and doing unscalable things.

That's led to

You know, Nathan likes having checks in decks, so we have his check.

But I think part of the reason we did this is we treated every customer in those early days as the most important customer.

So we hung checks from the wall.

We hung every logo from the wall.

We were in co-working space.

It got to the point where we ran out of wall space.

And then we move into offices, and my...

we're like where the hell do we put all these customer logos like i have no idea we have people trying to go to craft stores like eventually we stopped putting customer logos like all of them on the wall we do have some now on the wall but it frankly did not get scalable over time but i think it's this attitude that every single customer mattered um uh and of course they still matter we just can't put them on the wall um

Also, a fun fact, we used to do a shot for every customer.

Quinn, that's not good for your liver, so we don't do that anymore.

It was certainly fun in the early days, but now when, I mean, yesterday was our end of month, I wouldn't have been able to walk after like 10 a.m., which is a good problem to have, but something you certainly want to reevaluate.

The other thing you do is when you're small and early, everyone's in customer support.

Everyone.

Like you, your CTO, whoever, no one's too important for customer support.

If someone has an issue, get on that issue and solve it.

And oh, by the way, if you find yourself trading emails with a customer, pick up the phone.

Pick up the phone.