Sana Khan

I said "never again" to hardware.

I meant it. I had done it before. I know what hardware costs, not just in money, but in decisions you make at 2am about components that may or may not arrive, about inventory that ties up capital for months before a single unit ships. When I moved into SaaS, the relief was real. Software scales. Software does not sit in a warehouse. 

Hey ProductHunt!

Trophy is now powering over 24M streaks which is kind of crazy to think about considering we only launched 1.0 here in January this year.
One of the parts I find most interesting about building horizontal infrastructure is that as you scale and power more and more products you get to see insights that most teams building in isolation will only see a part of, and you can use those insights to make the the infrastructure better for everyone.
For example, because we power streaks for so many users, Trophy can tell that 25% of all streaks are lost on a Friday, closely followed by Saturday (19%) and then Wednesday (18%).

Hey everyone

ClawOffice was a bit of a gimmick - a 3D virtual office for AI agents. It was fun to build and got some attention on launch, but let's be real: it didn't take off. People thought it was cool for a minute, then moved on. No real retention, no real problem being solved.

Here's what I actually learned from it:

• Novelty value. A cool concept gets you a launch day. It doesn't get you users who come back on day 30.

• I was building for the demo, not the workflow. ClawOffice looked great in a screenshot. It didn't solve anything measurable for anyone.

• "What gets tracked gets improved" is real. The founders I talked to afterward all had the same pain - they were shipping features and running experiments with no clue what was actually driving revenue.