I'm Alex MacCaw, founder of Clearbit and Reflect, ask me anything. 🔥

@kureikain I pretty much just use my Twitter account and a newsletter. I have ~30k followers on Twitter, and 20k emails in Reflect's database (using customer.io). Our strategy is very basic - we just launch and launch and launch, blasting those channels each time. The truth is, I'm not that good at marketing yet. This is one of my main areas of improvement for next year. Reflect's product is too cheap to make it profitable to gain customers by advertising, so we need to come up with other ideas.

@kureikain @maccaw How do you feel about Twitter these days? Do you think it still remains the top social network among founders/tech people? Have you ever considered switching from Twitter to LinkedIn or may be even Threads?

@maccaw Love the honesty!

@moe3615 You are very kind! And to anyone reading the above comment, I swear I didn't write it with my alt 😂 To your question: I think, when you've been wrong as much as me, it gives you a degree of humility. We're all pretending we have all the answers, but in reality nobody really knows what's going on.

@rrhoover I would also really want to know the answer to this question 🫶

@rrhoover Hey Ryan 👋. The reason I decided to crowd-fund over taking traditional venture capital is to do with incentives. Reflect's goal is not to be bought or IPO. But venture's incentives are all aligned with these outcomes. A community round, where you set the slow-growth expectation upfront, has much better aligned incentives. We even went a step further and aim to pay our investors a dividend. Now we have perfectly aligned incentives and expectations with our investors.

@alexander_nevedovsky 👍

@alexander_nevedovsky I believe all humans have to feel creativity in their lives to be happy. Different people feel this feeling in different ways. Some people by writing books, some by acting in musicals, some by managing large teams. I feel it by writing code. At Reflect I write code every-day and I feel happy.

@bruno_belcastro_pinto That is a question with lots of answers. I'd going to cheat and point you to the resources I've written - they contain a lot of my learnings: - https://themanagershandbook.com/ - https://www.amazon.com/Great-CEO... - https://open.spotify.com/show/71...

@maccaw Thanks Alex!

@__tosh I have mixed feelings on this. There is a similar question around how do you know when to pivot or not. It is hard to know to be honest. I know examples of people who pivoted five times and on the fifth time built a massive business. I also know people who stuck with the same idea idea for years, and only in the fifth year of business did it take off. I guess it depends on the problem you're trying to solve. With Reflect, for instance, it is an extremely hard problem - it requires many years of work to even begin solving.

@maccaw ty!

@michaelflux Thank you 🫶

@simonrohrbach They are very different types of hard. VC backed is hard because you're moving fast with a lot of expectations and often doing things you don't enjoy (like managing). Bootstrapped is hard because you're moving slow with very limited resources. In my experience it is easier to build a world-class product when you're bootstrapping though because the product is created from one mind (yours). You can always tell when a product has been designed by a committee.

@julian_saunders2 I believe the future of most investing is crowd-funding. We just crowd-funded a few weeks ago [1] and raised over a million quickly without having to take Zoom meetings. If you do not have a good shot at an IPO, or the stomach for it, do NOT raise traditional venture capital. It will only end in tears. [1] https://wefunder.com/reflect

@maccaw Thanks. Very interesting!

@mxstbr I would absolutely make the decision again. Indeed, I would leave even earlier, maybe at around 30 employees, and set the expectation with the team upfront. I have learnt what I love which is a day of coding without meetings. So I should just stick with that. r.e. the board - I can tell you the hardest thing about not being an operator in the company is that you feel quite impotent. You can provide advice (as best you can), and feedback, but ultimately it is the CEOs job to make the decisions.