Egil Østhus

It really solves this and that pain. And that makes me very proud. It makes me proud that there is like so 30 of us coming to work every day and they're working so hard. They're working extra hours. They're really so obsessed of really making this happen.

And honestly, that is making me proud that I'm allowed to be part of this fantastic team that is really pulling this together and completing it this way.

And honestly, that is making me proud that I'm allowed to be part of this fantastic team that is really pulling this together and completing it this way.

And honestly, that is making me proud that I'm allowed to be part of this fantastic team that is really pulling this together and completing it this way.

One of the first, let's say, assumptions we had were that we didn't really want to go to the US market because it was already two major competitors in that market. That was their home market, well established. So there is no reason for us to go there. Why should we go and compete where there's already kind of a big player? So let's go to Asia. That was our initial thought.

One of the first, let's say, assumptions we had were that we didn't really want to go to the US market because it was already two major competitors in that market. That was their home market, well established. So there is no reason for us to go there. Why should we go and compete where there's already kind of a big player? So let's go to Asia. That was our initial thought.

One of the first, let's say, assumptions we had were that we didn't really want to go to the US market because it was already two major competitors in that market. That was their home market, well established. So there is no reason for us to go there. Why should we go and compete where there's already kind of a big player? So let's go to Asia. That was our initial thought.

Asia is booming and there is so much software development happening out down there in Asia Pacific. So we were really focused on let's go there and just make this thing happen. And you know what? We didn't understand the culture. We didn't know how to sell. We didn't know how to speak with them. We didn't know how to engage with them.

Asia is booming and there is so much software development happening out down there in Asia Pacific. So we were really focused on let's go there and just make this thing happen. And you know what? We didn't understand the culture. We didn't know how to sell. We didn't know how to speak with them. We didn't know how to engage with them.

Asia is booming and there is so much software development happening out down there in Asia Pacific. So we were really focused on let's go there and just make this thing happen. And you know what? We didn't understand the culture. We didn't know how to sell. We didn't know how to speak with them. We didn't know how to engage with them.

I think everything you would read in a book, we failed on all of them. And we also quite early spotted the fact that there was a lot of interest in traffic inbound coming from the, guess what, the U.S. market. So so after a few weeks and months, we just said, OK, let's just drop everything in Asia and just go for a U.S. market. This is where it is. This is where it happens.

I think everything you would read in a book, we failed on all of them. And we also quite early spotted the fact that there was a lot of interest in traffic inbound coming from the, guess what, the U.S. market. So so after a few weeks and months, we just said, OK, let's just drop everything in Asia and just go for a U.S. market. This is where it is. This is where it happens.

I think everything you would read in a book, we failed on all of them. And we also quite early spotted the fact that there was a lot of interest in traffic inbound coming from the, guess what, the U.S. market. So so after a few weeks and months, we just said, OK, let's just drop everything in Asia and just go for a U.S. market. This is where it is. This is where it happens.

We just need to be there. So so that I think was the first mistake. I can think of so many. I mean, initially when you start going, you are sort of just going for building business. You're going for building business. You need to hunt the next customer. You really want to close the next deal and really making sure that the product is getting out there.

We just need to be there. So so that I think was the first mistake. I can think of so many. I mean, initially when you start going, you are sort of just going for building business. You're going for building business. You need to hunt the next customer. You really want to close the next deal and really making sure that the product is getting out there.

We just need to be there. So so that I think was the first mistake. I can think of so many. I mean, initially when you start going, you are sort of just going for building business. You're going for building business. You need to hunt the next customer. You really want to close the next deal and really making sure that the product is getting out there.

Maybe you're doing a bit of forgetting to kind of document and build a structure. So I think in some areas we were... a bit on having a bit blind spots on when did we need to really start building some of the structures.

Maybe you're doing a bit of forgetting to kind of document and build a structure. So I think in some areas we were... a bit on having a bit blind spots on when did we need to really start building some of the structures.

Maybe you're doing a bit of forgetting to kind of document and build a structure. So I think in some areas we were... a bit on having a bit blind spots on when did we need to really start building some of the structures.

So I think that this is also where we are now kind of coming back and saying, let's not just let's get the heads together and just do some very focused work on rewiring and getting some of these key structures up where we can document how we can really coach to where we can really document and really make it more than tribal knowledge, because there's a lot of tribal knowledge in any startup.