... someone who manages social media, I also have to manage what happens in the comments section. Sometimes it's constructive criticism. Other times it's pure hate. People often say that once your product starts becoming successful, more people notice it, and some will criticise it simply out of jealousy. This is my POV on how I handle that: On social media, we (or I) remove abusive or hateful comments immediately for two reasons: They can put your account ... ... noise Not all criticism is "hate." I categorize feedback into three buckets: - Constructive Act on it (even if it hurts) - Subjective preference Acknowledge it, don't change your vision - Pure toxicity Mute, block, move on Respond publicly when appropriate Sometimes

... everyone I ve been continuing to explore the question: How do we use AI without outsourcing our thinking? One thing I ve started noticing in my own workflow is that not all AI usage feels the same. Sometimes AI helps me think more clearly. Sometimes

... 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 ... ... After you killed the tier, what was the first smaller-customer feature you shipped that clearly moved retention or revenue? Comment from Luca Ardito(@luca_ardito): @imed_radhouani  the best thing about this message is that "quietly". sometimes

... useful. Comment from Navanita Devi(@navanita_devi): Dedy's point is interesting, the opacity problem is real. Most people conflate "AI having access" with "AI having unchecked control." They're very different things. Read-only access vs write access, logged actions vs

... Sometimes it feels like the simplest things turn into the biggest obstacles to productivity. I didn t realize it at first, but small habits and details I ignored were holding me back from making real progress. Here s what made my work harder: 1. An overloaded to-do list. I used to write down everything I needed to do without prioritizing. Every day started with the same question: Where do I begin? What s most important? I often ended ... ... minutes. It might seem minor, but each time, I needed extra effort to refocus on the task at hand. 3. Perfectionism. I d keep tweaking projects endlessly, trying to make them "perfect." This drained my time and energy, and sometimes