At some point, every startup hits that strange moment when the product finally works and the real decisions begin

We reached a point recently that most founders don’t talk much about.
The product works. It’s live. Customers are happy. Support tickets barely exist.

That’s supposed to be the dream, right? But what happens after that is a different kind of challenge.

You move from building to deciding.
Not “can we make this?” but “what should we focus on now that it actually works?”

In our case, the answer turned out to be sales.
Not marketing, not another feature – just people who can explain a working system to the right customers, over and over, at scale.
That’s the real lever now.

The funny thing is, the product doesn’t need more code. It needs more conversations.
And that means building internal systems that help every new hire learn fast – things like capturing what the best people know and teaching it back to the next person. That’s the AI we’re building internally, not as a gimmick, but as a training loop for our own team.

It made me realize: product-market fit isn’t the finish line. It’s just where the company itself becomes the product.
Every process, every hire, every decision after that point either compounds or clogs.

We’re now raising to scale what already works but the focus isn’t just money. It’s leverage.
Because once the tech risk disappears, your biggest risk is execution.