That means there are more than 2,000 companies in their network. Many are still small, many are dead, but many of them are huge – 102 are valued at more than $150M. The reason this is awesome if you are in the YC network is that it gives you a lot of customers that are slightly more likely to be friendly.
We focused on building pipeline, again – aiming for our 2 meetings a day routine. We went to as many of the meetings as we could in person.
We had 5 friendly companies in a row turn us down on price. We wanted to charge $39/month/user, but had clients telling us they’d pay just $5/month/developer. We could build a business like that, but it’d be tough to reach the kind of growth we wanted.
The final straw was when we dropped to $300/month for a team of 30 with one of the teams that was the most positive in the meeting (all based in SF, where the average software engineer salary is around $150K) and got told there was “no chance” of that working. Refusing to pay $10/month to power a $150,000 employee meant to us that our solution wasn’t good enough.
We came to the next group office hours saying we thought we needed to pivot – we couldn’t see a way to make the product more valuable. At the time, we decided we would produce a roadmap for tech debt – created by the engineering team, using surveys. The group convinced us to focus on using the surveys for engineering retention.