Gil Allouche

“I couldn't sleep during that time we had less and less money in the bank and although we had product market fit you know we had a repeatable sales cycle the same kind of customer the same kind of pitch roughly the same amount of revenue but the bank account went down and down and down and investors wouldn't take my money.”

“I went through every line item in QuickBooks, every line item in my American Express credit card, and whatever was not necessary to keep the lights on, I didn't pay.”

“I talked to all of the customers. I decided that moment that I'm going to meet every customer that I have. We only had like what 50 or 40, but I met all of them and learned that for some of them that were about to churn a piece of the product was still relevant to them.”

“In 2020, we finally hit product market fit. It took us three years to build a product, sell it, and figure out who do we sell it to successfully. So we were very happy about the product market fit, but we were not happy about the fact that I had about $500,000 left, burning about 200,000 every month.”

“We grew a lot more than we planned to. If in survival mode, we cut our goal by 33, 40%, in the Thrival mode, I went back to my VPs, to my to my C levels, and we increased the goal three times that year. We're supposed to grow from two to five, then we said, hey, we're doing well. Let's do it to seven and a half, then 10.4, then 12 and a half, and we ended up at 12.2.”

“Every time I was panicking, I was having a hard time, we were struggling, I would not make a decision. I would I would take a break. I would go to the beach. I would take a walk in the tenderloin.”