Render

“Again, true word of mouth, because it was so easy to use, I quickly got to, like, 10,000 data scientists on the platform.”

“And that to me is always a great sign of product market fit when your product doesn't have all the features. But what you have is valuable enough for people to truly invest their time in it and to take the time to ask you for more things.”

“You don't really have product market fit until You're growing naturally, and that usually happens when your users are spreading the word.”

“We don't have like level one support where folks are not technical. We only hired people who were able to understand coding and were able to like actually even code, but they weren't coding all the time. They were mostly answering technical support questions a…”

“I think all startup problems, all industries are hard and somewhat equally hard. So go for the most ambitious version of what you're trying to do. Because it's not materially that much harder than the less ambitious version. And the more ambitious version is a…”

“So, so again, it, you really have to find founder market fit. I think that's crucially important if you're really in it for the long run, because if you're successful, you're going to be in it for the long run. So you better like what you're doing. Otherwise y…”

“I mean, it depends on what you were using, but like AWS was and kind of remains a nightmare if you want to spin up a simple server.”

“I think it's a combination of all the different things that make your product Sufficiently differentiated and sufficiently valuable for the right audience. So it can't be everything to everyone. You really have to pick who you're building for, and then you hav…”

“Yeah, however, there are counterexamples where time to value was actually really high but word of mouth was awesome, and you know, the canonical example here is Superhuman, the mail app, where you actually had to go through an interview before you got access t…”

“I mean, we're signing up hundreds and hundreds of thousands of developers every month, and that's all word of mouth. We're not driving that through ads.”

“We were probably 25, 30 people, something like that.”

“In the very beginning, actually, we just enrolled our friends. I went and spoke to everyone I could, and I was like, you need to move your site to this. And often I just did it for them.”

“With Six million plus developers on the platform. We're able to manage support with less than 10 people.”

“The render promise is that you don't have to, that we continue to build capabilities into our systems, so you can start out at paying us seven dollars a month, but then you can also become a company that is so big that you're paying us millions and millions of…”

“From the founding of the company, Certainly almost four years to get to ten million ARR.”

“I mean, honestly, I made a mistake and I think we should have had a free tier sooner. Everyone else had a free tier. And we decided not to have one because we thought that we really wanted a certain kind of persona where people would come to us for real produc…”

“And for render, that was never an option. We said, look, if you have to use Kubernetes for something, that's a failure.”

“It doesn't matter how successful they are on the outside. Pretty much every company is chaos on the inside when they're growing. Lots of chaos all the time. I saw this at Stripe. I see it at Render. You ask any hyper growth company right now, there's tons of c…”