... thought we knew We assumed enterprise customers wanted the same things as our small business users, just more of it. More security. More control. More features. We never talked to them. We read blog posts. We looked at competitor pricing pages. We guessed. Here's what we missed: Procurement cycles. Enterprise deals take 6-12 months. We had 30-day sales cycles. We weren't built for that. Security reviews. We needed SOC2. We didn't have it. Customers asked ... ... customer research. You didn't need ten enterprise deals. You needed one honest conversation with someone who actually had to get a vendor approved. Comment from Umadhav Salapu(@umadhav): Classic build trap optimizing for the customer you want vs

... rather build what people actually need than guess. So: what's the conversation you keep putting off? What's the one you replayed in your head after it went sideways? Comment from Kent Wills(@kent_wills): @maisie_eleanor  Amazing, got it, will follow up! Comment from Kent Wills(@kent_wills): @nolan_patrick  What do you think about https://www.peopling.app/resourc... and https://www.peopling.app/go?scen... ? The core concept here is to share context and push for a tradeoff decision ...

... always be the core product, but rather a way to enable faster user scaling. P.S. Could you explain what a VC scout actually is, what exactly you do, and how someone can become one? Comment from Aleksandar Blazhev(@byalexai): @maisie_eleanor  because it's still a huge booster for a lot of companies. Comment from Luc B. Perussault Diallo(@luuuc): @byalexai  Good point, VCs/YC do provide a real distribution layer, which is hard to replicate solo ... ... slower compounding (most of the time), more constraints on bets, less ability to brute-force distribution. Beyond "pressure", VC is forced ambition, access to unfair advantages, and sometimes necessary for category leadership. So in the end it not freedom vs