David Rusenko

“Actually about 80% of what we offer is completely free. And then it's very honest. If you like the service it starts at four dollars a month all the way up to about 35 dollars a month.”

“No, most people are sort of somewhere in that like eight to 15 dollar a month price range.”

“And you know, today we actually have more cash in the bank than we've raised.”

“What I've witnessed is a lot of very suboptimal decision-making as far as spending goes. Very common to get ahead of your skis ... Very common to just hire too many people. I think just being deliberate about how you grow the team is just critically important.…”

“So, so, so I'll start by saying that that we've had substantially all of our growth has been via word of mouth.”

“We're over fifty million people that are using Weebly.”

“Grew the company to fifty million users and around 350 employees. Sold the square in May of this year for three hundred sixty five million.”

“And I'm convinced that there's basically, ah, only two hard things. Number one is finding product market fit. It's really, really, really hard. Most companies will not be able to find product market fit. It's incredibly challenging. Number two is hiring and bu…”

“It is usually a lot harder to build a product that a lot of people really, really want than it is to figure out how to make money from that product.”

“The best companies will create a market. So if you look at sort of what Weebly's done, if you look at what Airbnb's done, if you look at what Dropbox has done, all, all companies have created their own market. I say this because by definition here, market rese…”

“When you find people hacking your product to do something it wasn't intended to do, pay attention to that and double down on that.”

“I don't really like the word viable, because it's kind of insinuating that you're gonna put like the, like, just the least crappy thing you can out there. I much prefer the word remarkable. So minimum remarkable product. Ah, the product that is the least you c…”

“Number one, there's only one thing that matters. Think about that startup journey from idea to growth stage. Focus only on the thing that gets you to that next stage. Don't focus on anything else. Don't go to conferences. Don't like write blog posts. Don't rea…”

“When you're trying to make continuous improvement, that's actually a pretty good approach when you're trying to make discontinuous improvement optimized for learning. So basically ask yourself, what is my biggest unknown right now? What's the number one thing …”

“So in the early days Weebly had an NPS of 80%.”

“If you're going to have a sales force, you're probably going to charge people at least Two, 300 dollars a month to be able to afford the Salesforce, and if you aren't gonna have a Salesforce, then you should probably charge 25 dollars a month or less.”

“Around 20 people, it's usually between about 23 and 25, is when everything breaks in a startup. Because you can no longer be, ah, just, you know, completely flat.”

“I think that you should probably never more than double the size of your company in any given year. So I don't think I know of an example of hypergrowth That works out of companies that go from 20, you know, 20 employees to 300 in a year, and that works out.”

“We basically became cashflow positive in January, 2009, and more or less were through the rest of the history of the company.”

“Don't look at your product in terms of like a feature grid, like a feature checklist. If you think about it like that, you can never win because you're behind and you can never catch up.”

“I remember one of our competitors, I won't name them but they're from South Africa and they had raised forty million bucks and we had raised 650 K and they things were not going that great for them. And so they completely ripped off our interface. And they jus…”