Had we waited to get all the websites signed up before pitching the advertisers, we would

have run out of money.

Startups at the inception stage, these decisions are life and death.

You have to figure out how do I compress what would normally take a year, two years, if

at all?

How can I compress that down into six weeks, two months, three months?

And this is why most companies die, not because they don't

have a product, but because they didn't get any traction. And it's often because you can't solve

the catch-22 of, I'm trying to sell the thing, but I can't until it's built, but I can't get

the money to build it until I have the traction. And so I think that was probably one of the

biggest lessons. You can thread the needle. You just, you have to sort of be thoughtfully aggressive

in how you go to do that. You got to make sure that the things that you're pitching on either

side of that equation are things that you are actually going to do. Ryan, how's it going to the show?

Thanks for having me. It's great to be here.

I'm excited to have you. I think you're the first guest that has started three companies, sold two companies.

A lot of stuff that you've kind of picked up on over the years. This is a, we'll start off of the listener question from Jeff Richards on your

board. Nice. Notable capital. Formally GGV, now notable. Yeah. So what's just been the biggest

lesson that you've learned founding multiple companies like this? Probably start on the personal

side.

Managing your own psychology is one of the hardest things, but also one of the most important

things to get right.

I think what I realized in probably midway through my second company was that I am my own

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