- Superhuman is a company that offers the fastest email experience, allowing users to get through their inbox twice as fast as Gmail.
- The company is considered the future of work, as it aims to create 10x better products for collaboration and productivity.
- Superhuman charges $30 a month and targets users who spend at least 3 hours a day on email.
- The company has raised over $50 million in funding and has a waitlist of 220,000 users.
- Superhuman took a deliberate and unusual approach by spending 3 to 4 years building the product before focusing on growth, in order to ensure a high-quality and bug-free product.

- The speaker emphasizes the importance of taking the time to build a quality product that people will stick with.
- They have chosen investors who understand the long-term vision and are patient.
- The speaker discusses the evolution of Gmail and how it has become bloated and cluttered over time.
- They explain Conway's Law, which states that the structure of an organization is reflected in the products it creates.
- The speaker mentions the issues with Gmail's speed, offline functionality, and compatibility with plugins and extensions.
- They describe their vision for a new email experience that is fast, visually appealing, and integrates the power of plugins seamlessly.
- The speaker acknowledges that some people may question the need for a faster email experience, but believes that experiencing it firsthand is necessary to understand its value.

- The 50 millisecond rule comes from academic studies on how people perceive delays, with 100 milliseconds being perceived as instantaneous and 1 second or more causing distraction.
- Interruptions take about 23 minutes to recover from, raising questions about open floor office plans and notifications.
- Google's focus on instant search results is to prevent user distraction.
- Page speed is crucial for conversion rates in e-commerce and SEO.
- Superhuman aims to load in 1 to 2 seconds compared to Gmail's 7 to 10 seconds.
- Success is not solely measured by the size of the exit or going public, but by building an organization that attracts top talent and creates the best products.
- The goal is to create a company that allows people to do the best work of their lives and build impactful products.
- The founder feels a sense of duty to start Superhuman because it addresses the need for faster and more efficient email tools, impacting various aspects of life.

- The speaker realizes that they may not personally have a huge impact on solving major global issues, but they can build tools for those who do.
- They believe that building better and more productive tools is essential for human progress.
- They discuss the importance of self-awareness in finding one's strengths and passions.
- The speaker shares their personal journey of discovering their skills in data analysis and digital marketing.
- They emphasize the importance of learning and mastering skills over time.
- The speaker discusses their struggle with productivity and how it led to the creation of their company, Superhuman.
- They define product-market fit as when a product is in high demand and users love it enough to recommend it to others.
- They share different definitions of product-market fit from industry experts.
- The speaker reflects on their own journey of realizing their product did not have market fit and the emotions it brought.
- They mention their previous company, which had achieved success in a shorter time frame.

- The speaker experienced a delay in launching their product and sought a definition of product market fit to explain the issue.
- They discovered a metric created by Sean Ellis, which measures product market fit by asking users how they would feel if they could no longer use the product.
- The benchmark for product market fit is 40% of users saying they would be very disappointed without the product.
- Slack is used as an example of a company that has achieved product market fit.
- The speaker discusses the importance of building a product that people depend on and need.
- The speaker introduces the concept of the "highest expectation customer" and how it can be used to optimize product market fit.
- The speaker outlines a step-by-step process to increase a product's market fit score.
- The speaker emphasizes the importance of analyzing the results of the key question in the survey and explains how to segment the market based on the highest expectation customer.

- Airbnb initially targeted tastemakers and influencers for its success
- To calculate your HXC (highest expectation customer), focus on survey responses from those who would be very disappointed without your product
- The answers to question 2 (who the product is best for) will reveal how your happiest users describe themselves
- Use this language in your marketing copy to resonate with your target audience
- Highest expectation customers are not necessarily the ones who protest changes, but they appreciate the greatest benefit of your product, spread the word, and inspire others
- Use surveys and in-person interactions to identify your highest expectation customers and understand why they love your product and what holds them back
- Disregard feedback from those who are somewhat disappointed and focus on the main benefit that resonates with your happiest users
- Act on feedback that will increase the number of people who fall in love with your product
- Use tools like Typeform, Zapier, and Airtable to conduct surveys and gather and analyze data

- The Zapier table integration is not easy to set up and requires a day's worth of work.
- The company has identified different types of customers, including super fans and those waiting for a mobile app.
- Customers wanted features such as better attachment handling, improved search, and calendar integration.
- The product includes a feature called snippets that simplifies email replies.
- The company prioritizes features based on what customers love and what holds back the somewhat disappointed crowd.
- The number one metric for the product organization is growth, but product-market fit is crucial before investing in growth.
- Bootstrapped companies find it easier to go through the product-market fit process compared to VC-backed companies.

- Superhuman is a company that offers a faster email experience than Gmail.
- They charge $30 a month and target users who spend at least 3 hours a day on email.
- The company has raised over $50 million in funding and has a waitlist of 220,000 users.
- Superhuman took several years to build their product before focusing on growth to ensure quality.
- The founder believes in building a company that attracts top talent and creates impactful products.
- They emphasize the importance of self-awareness and mastering skills over time.
- Product-market fit is crucial for success, measured by high demand and user recommendations.
- They discuss the concept of the "highest expectation customer" and how it can optimize market fit.
- The speaker outlines a step-by-step process to increase a product's market fit score.
- They recommend using surveys and in-person interactions to understand and cater to the happiest users.
- The company prioritizes features based on customer feedback and focuses on growth after achieving market fit.

- The speaker believes in responsible growth over growth at all costs.
- There is currently an overabundance of capital in Silicon Valley, leading to high valuations and negative consequences.
- The speaker asks if VC-backed startups in Silicon Valley will be sustainable in the event of a recession.
- The smartest people the speaker knows believe that there is nothing fundamentally wrong with the economy and a recession is unlikely in the next two years.
- The speaker mentions concerns about the deficit and the possibility of a bubble.
- The company onboard every user in a video call to establish a personal connection and create power users.
- The personal connection leads to high retention rates, word-of-mouth referrals, and viral growth.
- The speaker suggests that human connections are still important in business, even in a digital age.

- The speaker believes that personal interaction is still important in business and as consumers, we sometimes need to speak to someone on the phone.
- The speaker discusses their background in gaming and how they apply gaming logic to creating their product.
- At Superhuman, they focus on how users feel and aim to create joy in software form.
- The speaker explains how Superhuman is designed to have game-like qualities, with a goal of reaching inbox zero and a tutorial level to teach users the controls.
- The speaker also highlights the game-like elements of email, such as the rhythm and variability of messages.
- Superhuman has a waitlist, but users can skip it by finding a referral, which is compared to a side quest in a video game.
- The speaker discusses the positive experience of being in America, particularly in Silicon Valley where people are generous with their time and willing to help. However, they also mention the challenges of homelessness and the differences in the education and healthcare systems compared to the UK.
- The speaker and the host discuss the benefits of being in the States for entrepreneurship and the willingness of people to listen and respond to cold emails.
- The speaker can be followed on Twitter at Rahul Vora.

- The email address Rahul at superhuman.com is available for contact
- There is a video available on youtube.com/creatorlabfm with visuals
- Snippets of the video can be found on Instagram and Twitter
- All social network links can be found on createalabfm
- Appreciation is expressed towards the person being addressed

- The speaker believes in responsible growth over growth at all costs and discusses the overabundance of capital in Silicon Valley.
- They question the sustainability of VC-backed startups in the event of a recession.
- The importance of personal connections in business is emphasized, and Superhuman's approach to creating joy in software is explained.
- The speaker discusses the positive aspects of being in America for entrepreneurship but also acknowledges challenges such as homelessness and differences in education and healthcare systems.
- Contact information and social media links are provided.

“Silicon Valley’s buzziest start-up” - The New York Times

Full show notes:
https://www.creatorlab.fm/rahul-vohra-superhuman-product-market-fit/

Rahul Vohra is no novice to the startup world. He previously built and sold Rapportive to Linkedin before setting out to build “the fastest email ever made” for the power users who fell out of love with Gmail, Outlook, and others.

You can’t argue with their results. Superhuman have 220k+ people on their waitlist, which costs $30/month and they’ve raised north of $50mil at a $260mil valuation from elite investors like First Round Capital & Andreessen Horowitz.

But what stood out most to me while meeting Rahul was his focus on the long term. We discussed “building a company that can last for 100yrs” while convincing his co-founders to “do their life’s work” with him. At one point, Rahul described sitting in front of his computer in tears because he realized he hadn’t built what he had set out to.

A Unique Approach


Sometimes, their unique approach can feel counter-intuitive. For example, what if I told you they are happy to turn away paying customers if it would distract them from their “high expectation customers”.

Or their mandatory human onboarding where a Superhuman employee takes a new user through a 30-60mins call to get them setup, understand how they personally use email & customize their experience vs a more scalable online experience that would save money in the short term.

Superhuman have turned paying customers into their biggest fans – on average, every new user of Superhuman brings in one new user down the road.

In this episode, we go deep into the engine they’ve built, how they design their product using video game dynamics and learning how to listen to the right customers.

Five Things To Listen Out For:

(1) Building a product-market-fit engine – we discuss several product-market-fit definitions and the approach Rahul took to understand when they had hit this point

(2) High Expectation Customer – what this is and why it’s important to find

(3) Turning Email Into A Video Game – how to design products to make you feel a certain way by taking principles from video game design

(4) Following Your Passion – is this misguided or good advice?

(5) Preparing For A Recession – is this something Rahul is thinking about and how he thinks this might impact the business world

Subscribe and watch on:
YouTube.com/creatorlabfm

Full show notes:
https://www.creatorlab.fm/rahul-vohra-superhuman-product-market-fit/

some of the people who have the greatest degree of leverage in the world, the people who run organizations, whether it's a not-for-profit like Charity Water, or it's a for-profit like Google, they live in email.

And if you can make those people faster, if you can save them hours a week, then you end up having this crazy impact across a variety of different walks of life.

You know, I said this when I was recruiting my co-founders, Conrad and Vivek, I said to the both of them, you know, I thought about this a long time and I just came to the realization that I personally I'm not gonna have a huge impact on Curing cancer.

Yeah or preventing famine or stopping war But maybe we can make the tools for the people that do.

Maybe we can be the company that builds the best tools in the world.

And all of the progression of mankind has ultimately come down to building better and faster and more productive tools.

And That's something that I happen to be world-class at.

That's something where we can credibly say we're going to build the best tools company in the world.

So man, I've been reading all about you and Superhuman and kind of following you for some time, so really excited to have you on the show.

You're wearing your famous jacket that I've seen in other interviews and news articles and stuff like that, So thanks for being on brand today.

And so look, I mean, this show is all about how you turn ideas into action.

And I think what you guys have done at Superhuman, we're gonna go into what Superhuman is and how you've created this company, is just very unique.

And I think you've employed really smart tactics and frameworks to the way you've kind of grown your company systematically.

And I think there's a lot, a lot of people can learn from what you guys have done.

So we're gonna go into a few of those kind of frameworks today.

But before we get into that, who are you, man?

Well, for those of your audience who don't know me, my name is Rahul.

I'm the founder and CEO of a company called Superhuman.

And Superhuman is the fastest email experience of all time.

So our users get through their inbox about twice as fast compared to in Gmail.

And many of them see inbox 0 for the first time in years.

So I've also heard you be described as the future of work by I think Andreessen Horwitz, 1 of your lead investors.

When they say something like that, what do they mean, the future of work?

Is that something you've thought about yourself as well, or is that just people putting words in your mouth?

It's a little bit of, I would say, insider jargon to Silicon Valley.

It's 1 of the hottest areas for venture capitalists to invest in right now, especially at the seed and the series A stage of investment.

I think that for a long time, people had regarded work software as kind of done.

There had been this phase, the consumerization of the enterprise, essentially bringing the high production values that we enjoy in our consumer software to software that we use at work.

Now what we've seen in recent years with companies like Slack is that collaboration and productivity are by no means done.

And there's a ton of headroom to make 10x better products.

You know, we've taken email where for 10, 20 years you've had these commodity products, Gmail, Outlook, both of which are 1 size fits all solutions.

We can build a very differentiated, niche, exceptional product in this market.

And I think a lot of people listen to this as saying, when I first heard about Superhuman, if I'm really honest, I thought, cool, this sounds really interesting.

But like many new products, you think, oh, well, I've already got Gmail.

I've already got Outlook, as you said, or Hotmail back in the day, right?

So I mean, and just digging into your business model, for people straight off the bat, you guys charge $30 a month.

It's designed for the people for whom email is work and work is email.

So our users are typically doing 3 hours or more of email a day.

Would you not say most office workers are spending their time more than 3 hours a day anyway?

So that's actually the average number is about 3 hours a day.

There's roughly 1000000000 professionals in the world.

And on average, those billion professionals spend 3 hours of email a day.

So you can consider us as aiming for the top half of that market.

And just to give a sense of size, Because you've just raised, I think it was $33 million, was what was reported.

So I don't know if you're able to share the exact numbers on that.

So is that roughly in the right ballpark?

So that brings us to a total raise now of just north of

million, which I think many commentators have said, that's a hell of a lot of money for taking on this space.

And the reason why we have raised that much is it turns out that It's actually very, very difficult to make a product that people prefer over Gmail and more than Outlook.

But it's something that we're dedicated to doing.

I'm also just going to call out a couple of things from my research that I found.

So you were recently featured on New York Times.

I think it was the front page of the business section or something like that.

Really interesting article, I'll link to that in the description as well.

You've got 180, 000 user wait list to be on this product.

Oh wow, so it's gone up since the last time I read.

So that's 220, 000 people saying, I'm ready to pay.

So this isn't a case of you're trying to find people willing to pay.

There are people waiting in the wings to actually pay to use this product.

And you purposely slowed down your growth to a point where you're only accepting people in at a steady pace that you can onboard them in a way that you feel makes sense.

And we're going to go into some of the details of that approach a bit later.

I also saw you describe kind of like how you go up against Google in the first place, right?

Because when you start an idea like this, 4 or 5 years ago, whenever, when did you start, it was 4 years ago?

I was thinking about Superhuman even when I was at LinkedIn.

So I sold my previous company, Reportive, to LinkedIn.

And I distinctly remember the lunchtime there.

I was probably halfway during my period at the company where I said to the report of crew, because we all used to grab lunch together, hey, I've got this idea for the fastest email experience of all time.

And I just kind of planted the seed and let it ruminate for a year.

As soon as I left LinkedIn, I incorporated the company and then really started getting going on it around Q3 of

So that's coming up to 5 years now for how long I've been doing that.

I brought on board the early founding team, so 2 co-founders and 1 of the first founding engineers.

And you, because this is also an approach that I found quite interesting, because you were basically building in stealth mode it seems like or kind of in private beta or something like that for some time.

You were saying we need to spend enough time to actually go and build something that's worthy of being charged for at $30 a month And so that's quite an interesting approach too, because, and I think it's quite a Silicon Valley-centric kind of model, I don't see too many companies around the world even in a position to raise X amount of money to build something for several years.

And there's kind of pros and cons to both sides, but was that a conscious decision that you said, I'm just going to take as long as it takes?

Or did you have a kind of target in mind when you when you started up?

And actually, I think it's a very unusual approach for a Silicon Valley company.

Okay, Most Silicon Valley companies live and die by how fast they're growing.

And so it requires a very deliberate mindset from the beginning, and also extremely patient investors, to say, you know what?

We're going to spend in the region of 3 to 4 years just building the product before we attempt to grow the user base or to grow revenue.

But yes, we did deliberately set out with that in mind.

And that's because, you know, I've been here long enough now, I've seen many companies come and go, and especially in our space productivity, there is this pattern that happens time and time again, where you get these exceptionally talented teams, they raise some money, and what happens is, towards the end of that cash runway, they're like, oh, we're about to run out of money, now what do we do?

And so what they inevitably do is, they launch their product, but it's unfinished, it has bugs, and if you're building something as mission critical as email, where people are gonna be in it for 3 hours a day, well, they'll come in and give it a go because no 1 loves Gmail and no 1 loves Outlook, but unless the product is amazing, they'll immediately churn out.

And the only way to get around that is to give yourself the time it truly takes to build something that's good enough that people will stick with.

And so I walked into this knowing that that's what it would take, and we have picked our investors primarily on the basis for them to see the long-term vision and be patient with us as we build.

Because that's such a, you're right, and when I said it was a typical Silicon Valley thing, I think more so, I've only really seen it in Silicon Valley versus it being the norm in Silicon Valley.

So, but I love the fact that you're really building for the long term and you're saying, okay, well, we're trying to create something, not just email, from my understanding, it's gonna go way beyond email in the long run, with maybe calendar, to-do list, task management potentially as well.

So I really, I see the long-term potential, but when I initially saw the company, I just saw the headline, Silicon Valley startup charging $30 a month, I did think if I'm honest, oh, like how much better can it be?

It's kind of like when I moved to New York and I said, how much better can pizza be?

It's like you think, oh, I've had pizza before, but then you try it and you're like, OK, this is much better than normal pizza.

So I do want to give a sense of a lot of people listening to this either haven't used Superhuman or might not have seen what it looks like.

So what are some of the features that are really popular that people really stick with the product for?

Before I jump into that, it might be helpful to remind folks what the evolution of Gmail and the ecosystem around Gmail has been.

And for those that don't know, my last company, which you mentioned, Reportive, we were the first Gmail extension to get to many millions of users.

Basically when people emailed you, we showed you what they look like, where they work, their recent tweets, links to their social media profiles.

And it turns out that lots of people really love that, especially folks in sales and recruiting and business development.

And so we ended up selling that company to LinkedIn back in 2012.

And when I was at LinkedIn, I ran all of our email integrations for about 2 years and saw that company grow.

Is that what became LinkedIn Sales Navigator?

This is the email integrated components of LinkedIn Sales Navigator.

So during that period, I became intimately familiar with how professionals do email.

And the TLDR is quite badly, often not with very much thought.

And I saw Gmail bizarrely get worse every single year.

Like, you may remember Gmail back in 2004, 2005.

And everyone's like, wow, this is unlimited storage, super quick,

It was really fast, it wasn't bloated, it wasn't cluttered.

It had 1 thing, email, and it did it really, really well.

Now over time, And this is a really interesting phenomenon which we can circle back to.

But over time it's become considerably more bloated.

And I think that is a direct reflection of a phenomenon called Conway's Law.

So for those of the audience who maybe they're software engineers or they studied computer science, there's a very famous book that basically every CS student reads, the mythical man month by Fred Brooks.

Maybe you're familiar with the idea and the core thesis of that book is you can't double the size of an engineering team and half the time it takes to do an engineering project.

But he also makes reference to another law called Conway's Law.

And that law states that every single product or service grows to represent the structure of the organization that makes it.

Meaning when you look at a product, you can literally see the structure of the organization.

When you say structure, what does that mean?

Well, for example, let's say you're looking at Gmail now, and you have your little Hangouts thingy on the bottom left, You've got the search bar at the top right.

You've got the increasingly large user account widgets in the top right as well.

The productivity sidebar over on the right.

I've been working in large, I have worked in large companies doing product management long enough.

I know that when I look at that user interface, what I'm actually seeing is the product management structure of Gmail.

actually see the turf wars play out as the different PMs are jostling and fighting for resources and real estate and everything that's required to make their metrics go up.

And just to add to that really quickly, I was with my friend this weekend, Joseph, who worked with me at Google Android Marketing for some time, and Now he's at Stripe.

So quarterly OKRs, objective key results, which is a great framework for many companies to kind of set their vision for what they need to do.

But when you get to a certain size, and we saw this at Google from my own experience anyway, you would ship stuff, ship meaning release products before they were ready, because it was part of someone's OKRs.

And that seems like it kind of builds on from what you're saying, which is, you've got the Hangouts team fighting for space, and the Google Plus team at 1 point trying to fight for space.

And then there's search, obviously, calendar kind of thrown in there.

So you have purposely tried to stay clear of that and make sure that you're aligned around 1 vision.

I think what we're really circling around here is organizationally, large companies find it difficult to create products with clear, coherent, and compelling visions.

And that's 1 of the reasons that we will endeavor to remain small and to really concentrate and crystallize the vision of what we're trying to build, which is the fastest email experience of all time.

But jumping back to the previous thread, I was explaining what I think went wrong with Gmail.

This products management driven way of creating products leads to unclear products.

And then on top of that, it's got significantly slower.

Paul Buhite, employee number 21 or 3 at Gmail.

He was the guy that sat down and made Gmail.

So he's actually an investor in superhuman.

He had this rule when he created Gmail, which was every single interaction should take place in

Because that's roughly the threshold at which point interactions feel instantaneous.

Clicking on an email can take a second, searches can take many seconds, And again, that's something that we've taken extremely seriously at Superhuman.

And for those, and our customers who they're often executives or founders or managers or they're traveling a lot whilst doing their work, they find that very difficult to deal with.

Now on top of that, to make all of this significantly worse, people over the last 10 years have started adding plugins and extensions into Gmail.

So my previous company, Reportive, being 1 of the first, but you will have heard of Boomerang, Mixpax, Clearbit, Yesware, there are so many nowadays.

And each 1 of those takes all of the problems that we just talked about, visual clutter, bloat, lack of coherency to the vision, speed, offline, and it makes all of those problems dramatically worse.

Because they weren't made for that, to work with the others.

Like I've had, for example, LinkedIn Sales Navigator I use in Gmail.

And when I've used Boomerang in the past, they don't really work well together.

It stops working, and then I have to uninstall something.

These are literally bits of code that are constantly on a loop and on a timer, checking to see if the page has changed.

It really eats into your battery, and they don't work well together.

So we said, OK, What would Gmail look like if it were built from scratch and with today's technology and not 15 years old with 15 years of other people's software glued on top?

And the answer is it would be blazingly fast.

Every single interaction would take place in 100 milliseconds or less.

It would have all of the power of the Gmail plugin ecosystem built in natively, and yet would still be subtle, minimal, visually gorgeous.

It would work offline so you could be productive anywhere, even if you were in the back of an Uber or on a plane with terrible go-go internet, wifi.

And ultimately, it would make you twice as fast at what you do.

But I think for people who might be listening and thinking, like, everything's so quick already.

And if you think of like smartphones as an example, now we've got to a stage where iPhones and the top Android phones are all so good in many ways that it's quite hard to incrementally increase what people use them for.

Right, and A lot of people are no longer upgrading to a new iPhone straight away, they're waiting a couple years because what they already have works quite well.

I can imagine some people listening to this thinking, well it's great if it's that much quicker but do I actually need that?

And what I would potentially say to those people is you have to kind of experience it to be able to understand the joy of a product that works that well.

And often, it's only designers like yourself or product people like yourself that actually know that in the details, whereas as a normal consumer, we don't know that.

We just kind of use a product and say, this is cool or isn't.

So where does that number come from that you mentioned, the 50 milliseconds or something like that?

I think that there were academic studies done over the course of the last 50 years to show how people perceive delays.

And around 100 milliseconds is perceived as instantaneous.

1 second or more, and you risk your user being distracted and switching tasks.

And there's this really interesting study that was done more recently, I believe by McKinsey, on the cost of an interruption.

And it turns out that when you're interrupted, it takes you about 23 minutes to recover from that interruption.

And that has many implications that go well beyond the scope of this conversation, but it makes you wonder about, are open floor office plans a good thing?

Are notifications on your desktop, on your phone, a good thing?

Well, the answer to those 2 questions is probably not.

But back to email and software in general, if you have software where delays are approaching a second, well, then chances are your users are gonna get distracted.

I mean, Google, so famously for so many years, has worked on the core Google search being instantaneous.

Now it's so fast that it's literally as you're typing, it's seeing search results.

So you get to that result as quickly as possible.

I think also just adding on to that, in my world of kind of marketing, digital marketing, I've worked with a lot of retail businesses, e-commerce businesses, and people again will think, okay, well how much does a second make a difference?

If you think of page speed as another parallel to this conversation around email, when you're loading nike.com and it takes an extra second or an extra 2 seconds to load, I don't know the exact number off the top of my head, but the conversion rate decreases significantly.

And that's why, even for SEO and that sort of stuff, page speed has become such an important indicator of a good quality website that you're now punished if your page loads slowly.

So I think we do automated speed testing as well.

So 1 of the rigs that we have is on a slow internet connection, load Gmail, and then load Superhuman at the same time.

And what you'll find is Gmail will take in the region of 7 to 10 seconds to be active and available.

And we aim to keep Superhuman, we aim to get it loaded in the region of 1 to 2 seconds.

Okay, wow, so it sounds like, and I kind of, just to build on what you said, so thanks for sharing that, I think 1 of the things that stood out to me as someone observing from the outside was just how many people I saw on Twitter and social media in general saying, I've just had the most amazing experience with Superhuman.

And part of me, the cynic in me says, are these people just kind of jumping on the hype train?

Are they trying to kind of signal value is another area that I've experienced.

And I think for a certain percentage of people, that is a thing the same way luxury goods signal value.

But then the more I actually spoke to said, Oh, actually, no, it's actually super quick.

And it saves me a bunch of time, it's worth $30 a month.

And that kind of brings up the question of how big do you need to become to become a success in your mind, right?

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RAHUL VOHRA: Finding Product Market Fit (Deep Dive)