Tyler Tringas

We just, we were just sort of optimizing for the idea that we would raise like one to 2 million bucks, um, to, to execute this business plan.

You know, we had this really new, the market, my, my co-founder also, you know, deeply understood the market, um,

We were like, look, it's probably the second longest sales cycle that exists outside of home buying.

It's a very lengthy transaction.

It takes like three to six months to close.

So of course, we need capital to build a sales team to be able to compensate them in the interim.

And we just sort of failed to launch essentially as a business, although we built a bunch of cool product.

We never did anything material.

I think we did like two or three grand in a month, but it was all like consulting projects and stuff.

So yeah.

Yeah.

You, you, what?

We were just never optimizing for that.

I didn't know about bootstrapping.

I didn't know, you know, we just, we had sort of picked up this playbook that was like lean startup plus what we were reading from, you know, VCs blogs and stuff like that.

And we were like, we're optimizing for

information and for our deck and for you know how we're going to raise and and then we were taking feedback from from all the vcs which i now know you know is a terrible thing to do don't ever listen to the feedback that vcs give you it's mostly optimized for you to just leave them alone and and refer other people to them it's not real advice like mostly don't take it and but we were like oh cool like they want to see these metrics and this traction and blah blah blah so we would run all these experiments and stuff like that and and so we were just shooting for that instead of like

building a sustainable business, which was in the end a sort of fatal flaw for it.

Yeah, it was even before, yeah, it was on the side.

So essentially what happened was, you know, like I said, there was this maybe 18 month period where it was like, we had a product, we had our pitch, we had everything.