Ryan Hoover

Generally, the more narrow you are... the easier it is to build a great solution for those people, because now you can actually hone in the product experience, the messaging, and everything to serve exactly those people.

Momentum is reflexive in that, you know, high momentum leads to more high momentum. Low momentum leads to more low momentum because there's this energy that goes through companies.

One thing I've noticed among founders and just people in general is they tend to write like a PR person and not like a human... how do your customers or your users describe your product to other people?

I think it's super important that founders see a line of sight to work on this for ... I think my rule of thumb is a decade, just do you see yourself working on this for a decade?

We called it, not even a side project, we called it an experiment. And that framing I think, is for me, has always been helpful because an experiment is really not about success... it's really to learn.

I would've actually tried to monetize and generated revenue sooner... we coulda been cashflow, break even, you know, maybe 2015, 2016, which would've just given us a lot of flexibility in kind of owning your own destiny.

I used to write like a problem journal. Like just when things annoyed me or when things were less efficient, I would write it down as like a note. And I didn't try to solve it... I was just like, 'This is annoying.'