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đź’ł Stripe
It’s surprising how often young startups push complex pricing tiers from the onset. At Figma, nurturing self-serve to develop the Enterprise tier was the right path. Once that proved itself, we layered on and scaled a sales org.
Sean Whitney • Figma’s Early Days—How Patience & Discipline Fostered a Killer Product
When an industry, technology, or product area feels mature and "settled" (like online payments in 2009 with PayPal and many others, or email clients today), it doesn't mean that its a bad space to build something new. In fact, such inertia or perceived product maturity may be signs of a huge opportunity. In these cases, you should build from the id... See more
Patrick O'Shaughnessy • Home | ColossusQuasar App
Much has been said about Figma’s astounding growth from $0 to $400M+ ARR in <5 years. In addition to being tough to build, developing a successful GTM motion took time and patience. Leadership was adamant that the product and pricing tiers be feature-complete before charging the customer. Product obsession and patience were ingrained in the cult
... See moreSean Whitney • Figma’s Early Days—How Patience & Discipline Fostered a Killer Product
Only after CZ turned him down did Sam decide to create an exchange himself. The idea was simple: the first crypto futures exchange that was well enough designed that it would serve the needs not just of crypto people but also of big professional traders, like Jane Street. Still, Sam was deeply uneasy about it. “We were going to build a product that
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