Tyler Denk

And so from the earliest days, I did such a great job selling, but the product wasn't caught up to the expectations of what you were supposed to deliver in this industry.

And so what we decided to do, in addition to shipping one marketable feature every single week, was we turned each product release into a moment.

And so what I mean by that is,

we would figure out what would be the most useful thing that would prevent churn.

And that would be flashy enough that when I launched this on Twitter and LinkedIn, that people would be like, oh, one, that's super interesting.

The platform I have doesn't even offer that.

And when you do it repetitively week after week, it becomes more of a narrative of, yes, maybe they don't offer what I have, what I want today.

But if they're shipping something new every single week, it's only a matter of time until they offer exactly what I want.

And that comes from a place of, again, like talking to the users from the beginning and being really indebted into these communities on Twitter.

And like the framework that I would use for prioritizing what to build is like three-part framework.

One is preventing churn.

In the earliest days, we had 10 users, right?

If one user churns, that's 10% of our revenue.

So if someone says, hey, you don't have X, and if you don't build X, I'm leaving, like I can't take that 10% hit of revenue.

So that's like top of the line.

We have to ship that first.

Next is unblocking growth.

So as I'm trying to convince all of these people to leave their perfectly good platform to come to our platform, someone might be like, you don't offer this feature, thus I can't move over until you have that.

Once I hear that two, three, four times, it becomes a pattern that becomes something that needs to be prioritized.

to be able to unblock and bring new people into the ecosystem.