Sebastian Raffaele

And that's the biggest thing for me. And passion and excitement to do this is really important because that's going to, at the end of the day, produce the best result. right? You could have all the skills in the world, but if that person isn't interested in the work they're doing, that doesn't actually really translate to results. I haven't always been perfect with hiring.

I've made mistakes and hired the wrong people before, for sure. But I think after a few different situations, I started to understand that passion and excitement and seeing the vision for me is the most important thing. I feel so grateful to be surrounded by these people because we wake up every day and we have the same vision.

I've made mistakes and hired the wrong people before, for sure. But I think after a few different situations, I started to understand that passion and excitement and seeing the vision for me is the most important thing. I feel so grateful to be surrounded by these people because we wake up every day and we have the same vision.

I've made mistakes and hired the wrong people before, for sure. But I think after a few different situations, I started to understand that passion and excitement and seeing the vision for me is the most important thing. I feel so grateful to be surrounded by these people because we wake up every day and we have the same vision.

Oh man, definitely. This has not been this straight line up on a chart, gold, green candle of us just growing. Man, we've made so many mistakes. It's not even funny. And we've made mistakes where the business hasn't always been in a good position because of that. I think we had a couple of times where we tried to scale based on the wrong numbers, right?

Oh man, definitely. This has not been this straight line up on a chart, gold, green candle of us just growing. Man, we've made so many mistakes. It's not even funny. And we've made mistakes where the business hasn't always been in a good position because of that. I think we had a couple of times where we tried to scale based on the wrong numbers, right?

Oh man, definitely. This has not been this straight line up on a chart, gold, green candle of us just growing. Man, we've made so many mistakes. It's not even funny. And we've made mistakes where the business hasn't always been in a good position because of that. I think we had a couple of times where we tried to scale based on the wrong numbers, right?

Thinking that we had a full grasp on the business and we were collecting a decent amount of cash, but We had a few moments where we scaled based on revenue. That really bit us in the ass, excuse my language, because we weren't looking clearly enough at what we needed to scale. So yeah, we've hit points where we've had to drop ad spend.

Thinking that we had a full grasp on the business and we were collecting a decent amount of cash, but We had a few moments where we scaled based on revenue. That really bit us in the ass, excuse my language, because we weren't looking clearly enough at what we needed to scale. So yeah, we've hit points where we've had to drop ad spend.

Thinking that we had a full grasp on the business and we were collecting a decent amount of cash, but We had a few moments where we scaled based on revenue. That really bit us in the ass, excuse my language, because we weren't looking clearly enough at what we needed to scale. So yeah, we've hit points where we've had to drop ad spend.

We've had to get our sales reps to build up more internal sales through the pipeline that we already had. something we weren't looking at was pushing for referral sales. And this really changed the landscape of our business as well, because when you're delivering a product at a high level and it's working very well, you get more referrals.

We've had to get our sales reps to build up more internal sales through the pipeline that we already had. something we weren't looking at was pushing for referral sales. And this really changed the landscape of our business as well, because when you're delivering a product at a high level and it's working very well, you get more referrals.

We've had to get our sales reps to build up more internal sales through the pipeline that we already had. something we weren't looking at was pushing for referral sales. And this really changed the landscape of our business as well, because when you're delivering a product at a high level and it's working very well, you get more referrals.

So something I said to myself as well, I was like, look, a lot of people are happy, but the referrals just aren't there. This has to be

So something I said to myself as well, I was like, look, a lot of people are happy, but the referrals just aren't there. This has to be

So something I said to myself as well, I was like, look, a lot of people are happy, but the referrals just aren't there. This has to be

an issue inherently with the product you can't blame it on anything else because your referral sales should be skyrocketing if your product's delivering so that was another kind of thing for us to look at to know we had to develop the product even further because the referral sales weren't there

an issue inherently with the product you can't blame it on anything else because your referral sales should be skyrocketing if your product's delivering so that was another kind of thing for us to look at to know we had to develop the product even further because the referral sales weren't there

an issue inherently with the product you can't blame it on anything else because your referral sales should be skyrocketing if your product's delivering so that was another kind of thing for us to look at to know we had to develop the product even further because the referral sales weren't there

Definitely two moments where we really hit a rock and it put us backwards for a bit, simply scaling too fast, trying to just assume that what we had in front of us was ready to be taken to the next level.