How I Built A $825M Email Revolution Called Superhuman | Rahul Vohra
Summary
TLDRRahul, the founder and CEO of Superhuman, shares the secret to creating a product users love: setting a higher bar than user expectations. He emphasizes the importance of focusing on either user growth or revenue, and not oscillating between the two. Superhuman's journey to product-market fit involved building a minimally valuable product with a unique selling point—speed—and using a customer feedback-driven approach to refine it. The company also leveraged PR, thought leadership, and viral marketing to raise awareness and drive user acquisition.
Takeaways
- 🛑 The key to creating a great product is to exceed user expectations, not just to stop complaints but to continuously raise the quality bar.
- 🚀 Rahul, the founder of Superhuman, emphasizes the importance of speed and efficiency in their revolutionary AI email product for teams.
- 🌟 To achieve success, focus on two main things: creating something people want and making them realize they want it.
- 💡 The idea for Superhuman was born from identifying a significant problem—email—and the need for a better solution.
- 🔍 It took 18 months to build the MVP for Superhuman, highlighting the importance of patience and thoroughness in product development.
- 🛠️ Founders should aim for 'minimally valuable products' rather than just 'minimally viable products' to stand out against established competitors.
- 🔥 Superhuman gained its first customers primarily through word-of-mouth and a strong network, showing the power of initial user satisfaction.
- 📈 The company's growth strategy involved a deliberate pace of onboarding new customers to ensure quality and address issues promptly.
- 🤔 The concept of 'product-market fit' is crucial, and Superhuman used a specific metric to measure how indispensable their product was to users.
- 📊 Segmenting users based on their feedback and focusing on those who love the product can help refine and improve the product offering.
- 📝 Thought leadership and PR are powerful tools for raising awareness and establishing a company's authority in its field.
Q & A
What is the key to creating a product that users love and share with others according to Rahul?
-The key is to set a higher bar than even your users demand. This involves working until you surpass user expectations and your own standards, and continually raising the bar.
What is Superhuman and how does it aim to revolutionize email for teams?
-Superhuman is an AI-powered email client designed for teams. It promises to allow users to access their inbox twice as fast, reply one to two days sooner, and save over four hours every week.
What is the background of Rahul, the founder and CEO of Superhuman?
-Rahul was born in England and started programming at the age of 8. He studied computer science at the University of Cambridge and began a PhD, which he later dropped out of to start his first company, Rapportive.
What was the first company Rahul founded and what was its significance?
-Rahul's first company was Rapportive, the first Gmail extension to scale to millions of users. It was later sold to LinkedIn.
What advice did James Lindenborn, co-founder and CEO of Heroku, give to Rahul that influenced his approach to business?
-James advised Rahul to be clear about what he is optimizing for, whether it's user growth or revenue growth, and to focus on what needs to be shown to raise the next round of funding.
What is the difference between a 'minimally viable product' and a 'minimally valuable product' according to the script?
-A 'minimally viable product' is the basic version of a product with just enough features to be usable. A 'minimally valuable product', on the other hand, has features that provide significant value to the user, setting it apart from competitors.
How did Superhuman acquire its first 100 paying customers?
-Superhuman acquired its first 100 paying customers primarily through word of mouth and the network of its investors.
What strategy did Superhuman use to ensure a robust product development process?
-Superhuman deliberately onboarded only four to five new customers every week, allowing them to fix issues promptly and make customers exceptionally happy, thus building a robust product.
What metric did Sha Ellis introduce to measure product-market fit, and how is it used?
-Sha Ellis introduced the metric of asking users how they would feel if they could no longer use the product, with options ranging from 'not disappointed' to 'very disappointed'. A score of over 40% 'very disappointed' indicates product-market fit.
How did Superhuman increase its product-market fit score from 20% to 60% within three quarters?
-Superhuman segmented its users to focus on those who loved the product, ignored feedback from those who did not resonate with the main benefit, and addressed the specific issues holding back the 'somewhat disappointed' users, thus converting them into fanatics.
What three-pronged approach did Superhuman take to make people realize they want the product?
-Superhuman used PR to inject itself into the news cycle, thought leadership to educate and influence, and virality through its signature feature and referral program to spread awareness.
Outlines
🚀 The Art of Exceeding User Expectations
Rahul, the founder and CEO of Superhuman, emphasizes the importance of setting a higher bar for product quality than even the users demand. He shares his journey from programming at a young age to founding Superhuman, an AI-powered email client designed for teams. Rahul's strategy involves not just addressing complaints but surpassing personal standards and continuously raising them. He also highlights the value of focusing on user growth or revenue, as advised by James Linden of Heroku, to avoid mediocrity in either aspect. His narrative includes anecdotes from his time at the University of Cambridge and the inception of his previous company, Reportive, which was sold to LinkedIn.
🛠 Building a Minimally Valuable Product
The paragraph discusses the concept of creating a 'minimally valuable product' rather than just a 'minimally viable product'. Rahul explains how Superhuman differentiated itself in the email client industry by offering a product that was not only functional but also exceptionally fast. He shares insights on how to acquire customers through word-of-mouth and the importance of onboarding a limited number of customers to ensure quality and address issues promptly. Rahul's approach to product development focuses on creating joy for users, which in turn drives growth and customer retention.
📈 Measuring Product-Market Fit for Growth
Rahul introduces a method to measure product-market fit by gauging how disappointed users would be without the product, using a survey question developed by Sha Ellis. He explains that a score of over 40% very disappointed users indicates a good product-market fit. Rahul shares his experience at Superhuman, where they initially scored a 20% very disappointed rate, and how they improved this by segmenting their market and focusing on the needs of their most satisfied customers. This strategy led to a significant increase in their product-market fit score and contributed to the company's growth.
🔍 Refining the Product to Increase Market Fit
This section delves into the strategy of refining the product to increase the percentage of users who would be very disappointed without it. Rahul advises against focusing on feedback from users who are not disappointed, as it could dilute the product's unique value. Instead, he suggests concentrating on the main benefits that resonate with the very disappointed users and using this to understand and address the needs of the somewhat disappointed users. By doing so, Superhuman was able to convert users from being somewhat interested to becoming fanatics about the product, thereby increasing their product-market fit score significantly.
🌐 Creating Awareness and Driving Virality
Rahul outlines the three-pronged approach Superhuman used to create awareness and drive virality: press coverage, thought leadership, and viral marketing. He shares a personal anecdote of leveraging the acquisition and shutdown of Mailbox by Dropbox to generate PR for Superhuman. Additionally, he discusses the importance of thought leadership, as demonstrated by his widely-shared article on product-market fit, and the power of virality through Superhuman's unique email signature feature, which continues to drive a significant portion of their user growth.
Mindmap
Keywords
💡Product Market Fit
💡Feedback
💡Incumbents
💡Viability
💡Word of Mouth
💡Onboarding
💡AI Email
💡Viral Signature
💡Thought Leadership
💡PR (Public Relations)
💡Acquisition
Highlights
The secret to creating a great product is setting a higher bar than even your users demand.
Work until you surpass your own standards and aim to continually raise the bar higher than user expectations.
Rahul, the founder of Superhuman, emphasizes the importance of creating a product that saves time and increases efficiency in email communication.
Superhuman's customers include major companies like Netflix, Compass, Brex, Deal Notion, and Spotify.
Rahul's background includes programming from age 8, studying computer science at Cambridge, and founding Reportive before Superhuman.
Reportive was a Gmail extension that scaled to millions of users and was later sold to LinkedIn.
The importance of clarity in optimization goals for startups, whether it's user growth or revenue growth.
The advice from James Linden, co-founder and CEO of Heroku, on the importance of focusing on one clear objective for growth.
The development of Superhuman took 18 months to reach the MVP stage, emphasizing the need for a minimally valuable product, not just viable.
Superhuman's initial success was attributed to its speed, a feature that set it apart in the email client industry.
Acquiring the first 100 paying customers through word of mouth and investor networks, highlighting the power of initial user satisfaction.
The strategy of onboarding a limited number of customers weekly to ensure quality feedback and product improvement.
The concept of product market fit and its measurement through the percentage of users who would be very disappointed without the product.
Sha Ellis's method for determining product market fit by gauging user disappointment if they could no longer use the product.
Segmenting users based on their feedback to identify and focus on those who love the product, increasing the product market fit score.
The importance of not just acting on feedback from somewhat disappointed users, as it could dilute the product's unique value proposition.
Focusing on the main benefit loved by very disappointed users and using it to understand and satisfy the needs of somewhat disappointed users.
The journey to product market fit for Superhuman, which involved a long development process and a clear strategy for user feedback.
The use of PR, thought leadership, and viral marketing to make people aware of the product and its benefits.
Injecting the company into the press cycle by leveraging industry events to create awareness and interest in the product.
The power of thought leadership in establishing the company as an authority in its field and attracting users.
Viral marketing strategies like the Superhuman viral signature, which drives a significant portion of new users.
Transcripts
the secret to making a great product
that users love and share with their
friends is to have a higher bar than
even your users now that's hard to do
because it doesn't mean work until
people stop complaining it means work
until people stop complaining they stop
giving you feedback but also work until
you pass your own bar and figure out how
to set that bar even higher than users
are demanding once you get there and
again it's challenging you'll create a
thing that is so striking that is so
compelling that is so worthy of
attention that people can't help but
tell each other about I have so many
tips for Founders who want to be
successful and there are many Frameworks
out there but I also like to keep it
really simple so if I were to summarize
it with just two if you can do those two
things you'll succeed number
one my name is Rahul and I'm the founder
and CEO of superhuman which is a
revolutionary AI email reimagined for
teams you can get to your inbox twice as
fast as before reply one to 2 days
sooner and save more than 4 hours every
single week our customers include the
likes of Netflix Compass brex deal
notion and Spotify and we're backed by
the likes of first round capital a16z
and
[Music]
ivp well I was born in England where I
grew up fortunately I was able to start
programming at the young age of 8 years
old I then went to University in
Cambridge where I studied computer
science and then I started a PhD I then
dropped out of that PhD which I suppose
is cliche and then I started my last
company reportive reportive was the
first Gmail extension to scale to
millions of users a few years later I
then sold that company to LinkedIn a few
years after that I founded superhuman
and here we are today like I mentioned I
dropped out of my PhD and I networked my
way into the part of the University of
Cambridge that helps staff and students
create companies we would go to Angels
Venture Capital funds large technology
companies and raise money from them so
we could Grant it to startups so they
could actually get going and I was in my
early 20s it was the first real job I
ever had and no one told me how to do it
I needed every edge of I could get so I
imagined in my email something that
would help me sell something that would
tell me everything about my contacts
right there where they were what they
looked like what they did their recent
tweets and links to their social
profiles something that would help you
be personal a stuped effective and
ultimately brilliant with people and
with that Vision we built
reportive this was the summer of 2010 we
just gotten into Y combinator and I was
here with my co-founder Martin at the
time reportive was one of the largest
customers of Heroku which if folks
remember was how we used to host Ruby on
Rails application and I remember
trudging through San Francisco in the
pouring rain going to meet James londen
bound who was one of the co-founders and
the CEO of Heroku we were going to ask
him for advice and this was before Uber
and we didn't have the money to pay for
a taxi so we were literally walking
through the rain after half an hour of
trudging through the non-stop water we
finally arrived sat down with James and
we asked him for his advice he asked us
what our road map was and I described
the various things we were doing to grow
users the ways that we were planning to
monetize the features that we would sell
and he paused and he said listen be very
clear what you're optimizing for be
clear whether it's user growth or
whether it's Revenue growth and what you
actually need to show in order to raise
your next round of funding your series a
and I'm sharing the story because at the
time I thought well that's obvious
advice of course I'm going to be super
intentional and very deliberate about
what we do but it turns out I wasn't I
would vacillate and flip every few
months from optimizing for revenue and
flop back to optimizing for user growth
but of course the danger with that is
that you do both of the things
mediocrely instead of one of the things
excellently and it's almost always
better to do the latter than the former
but it came really close to the wire and
in retrospect I really wish that I'd
listen to James's advice so thank you
James for passing on that advice and
today I'm want to pass that on to
everyone who's watching
this when coming up with the idea for
superhuman I wanted to find the biggest
possible problem and email is a way
bigger problem than most people realize
it took about 18 months to build our MVP
product about 18 months to get to that
first paying customer the MVP was let's
say a blazingly fast version of Gmail
now of course it didn't have all of the
features and functionality of Gmail but
what it did have was blazingly fast I
think a lots of Founders go for
minimally viable products when in fact
they should go for minimally valuable
products one of the things that sets
superhuman apart and this is somewhat
rare when building a startup but it's
actually my preferred strategy is most
people aren't using a product by a
competing startup the email client
industry is actually pretty interesting
unlike many Industries it's mostly
dominated by incumbents so the vast
majority of people don't use a third
party email client of course they use
either gmail which has north of a
billion users or Outlook so you can't
just come out with an email client that
kind of works and on top of that it also
has to do something really very special
and in the early days for us that was
speed it was blazingly shockingly fast
fast and the way that I would explain
this to investors imagine your Tesla
imagine what it feels like to smash that
pedal to the metal and to feel this car
accelerate to 60 mph in whatever it is 3
seconds or less are you ever going to go
back to having a regular car and of
course they would say absolutely not and
I said well that's how it feels using
superhuman for the first time if you're
in an industry where the other products
are genuinely startups perhaps a
minimally viable product is fine but if
you're in a startup where you're going
up against incumbents and this is a
strategy that actually has all kinds of
hidden advantages then you need a
minimally valuable
product we acquired almost all of our
first 100 paying customers through word
of mouth and through the network of our
investors and many of them in fact I
think almost all of them are still with
us today our first onboarding it was
with Austin P Smith he's the founder of
a calendar company called hoe and 2
minutes into the onboarding he had this
big grin on his face and I remember
thinking gosh I wonder what he's feeling
so I asked him and he said to me Rahul
this is really fast and at that
point I knew we had something I also
knew what it was people were going to
care
about we updated our product as quickly
as possible to reflect the needs of our
customers
we deliberately onboarded only four to
five new customers every week so that we
had the bandwidth to fix the issues that
they found and I think that most
companies get this Bron imagine you've
created a new email app or a new
calendar app and then you launch well
you'll quickly and somewhat easily get
tens of thousands of customers because
the demand for these new applications is
so high but guess what these tens of
thousands of customers will quickly
report thousands of bugs and your
company will soon be overwhelmed and if
you don't fix those things quickly which
frankly no startup can those customers
will quickly become disappointed and
they'll churn out of the product and
they'll tell other people about their
experience that is the very definition
of a net detractor and that is the worst
possible outcome I saw this happen to so
many other companies and in my
experience it's much much better to do
what we did systematically and
deliberately on board people on a
measured Pace every week focus on fixing
whatever problems they find and on
making them exceptionally happy that's
the way to building a robust product
that creates Joy over time and that Joy
is ultimately the flywheel for verality
and explosive growth the secret to
making a great product that users love
and share with their friends is to have
a higher bar than even your users in the
early days of superhuman we were famous
for doing onetoone conci Edge VIP
onboarding for all of our new customers
in fact I did the first many hundreds of
those myself I would travel to people's
offices bring a gift sit down with folks
often for an hour or two at a time to
watch them use our product to see how
they did their email and Gmail and to
teach them how to do their email twice
as fast inside of superhuman now we did
that for many reasons first of all was
to learn how people were doing their
email today second of all was to find
what bugs they encounter so we could fix
them on time and avoid the trouble that
I articulated earlier in this
conversation and third of all was so
that we could focus our engineering
product and design
[Music]
dollars our journey to product Market
fit was long
but it ended up with something rather
special we started in the summer of 2015
like any other software company by
writing code in the summer of 2016 we
were still writing code and in the
summer of 2017 we was still writing code
now I felt this intense incredible
pressure to launch after all my last
company reportive had launched scaled
and been acquired andless L time and yet
here we still were 2 years in and we
still hadn't launched but no matter how
deeply and how intensely I felt this
pressure I couldn't just say that to the
team I couldn't just say that I did not
believe that we had products Market fit
that a launch would go very badly I
needed a plan so I searched high and low
I spoke with everybody I could find I
read everything until I found Sha Ellis
now Shan ran early growth at Dropbox log
me in Eventbrite he coins the term
growth hacker and sha found a leading
indicator of product Market fit one that
is benchmarked and predictive simply ask
your users how would you feel if you
could no longer use the product and
measure the percent that answer very
disappointed you're going to give them
three options very disappointed
somewhat disappointed and not
disappointed measure the percent that
pick very disappointed sha found that
the companies that struggled to grow
almost always got less than 40% very
disappointed whereas the companies that
grew most easily well they almost always
got more than 40% very disappointed in
other words if more than 40% of your
users would be very disappointed without
your product you have early product
Market fit this metric is much more
objective than a feeling it predicts
success better than net promoter score
it is not only the best metric to
measure products Market fit and the best
way to define products Market fit it
lets you create your very own product
Market fit engine and with that engine
you can generate a road map that will
carry you from not having product Market
fit to having products Market fit and
that's how weed as at superhuman and the
best part is that we've written this up
as the Superhuman products Market fit
engine and anyone can use this I've
worked with hundreds of companies that
have successfully used this to get from
a product Market fit score of 20 which
can be scary you can be thinking what
are we going to do to a products Market
fit score that is well past 40% and
stays well past
40% the product Market fit score metric
is most useful for two things number one
letting you know how far or close you
are to products Market fit and are you
making progress and number two helping
you actually get there but the magic of
it is in the second it's when you really
use it to get yourself to products
Market fit essentially you want to
increase the percentage of your users
who would be very disappointed without
your product now the first thing to do
is remember that you you can actually
change your Market before you change
your product and that is significantly
easier in fact you can do it in minutes
when we first did this for superhuman
our product Market fit score was
20% but I had a plan step one is
segmenting you take all the users who've
answered this survey and there's a few
other questions in the survey and you
see who are the kind of people who love
the product to do that you go through
the survey results and you look at the
job titles or the roles or the companies
or the industries of everyone who said
they'd be very disappointed without your
product you then Analyze That for the
somewhat disappointed users and also for
the not disappointed users and then you
focus only on people who have the job
titles or the industries of the very
disappointed users and that means you
end up discarding a lot but not all of
the somewhat disappointed users and the
not disappointed users and in the case
of superhuman that led our very
disappointed score to go from 20% to 32%
and that's simply by changing the
definition of who we said our marketers
a jump of 12% well now the question
becomes we've evolved the market but how
do we evolve our product to get to 40%
and Beyond we can boil this question
down to how do we increase the segment
of users who would be very disappoint
disappointed without our product and you
can turn that question into who do we
listen to and what do we build it can be
very tempting to focus on the feedback
from what the not disappointed users are
saying but this is a grave mistake
because even if you build everything
that they're asking for they are so far
away from falling in love with your
products that even if you built those
things they would still not be very
disappointed without your product so it
would be a mistake to orient around
their feedback equally and this can be
pretty counterintuitive it is also a
mistake to overly rotate around what the
very disappointed users are saying they
already love your product if you build
more of the things they're asking for
they're not going to fall in love with
your product more and the people who are
somewhat disappointed are unlikely to
start loving your product cuz it's
probably something else holding those
somewhat disappointed users back so what
you do is you take the survey results of
the people who love your products those
who would be very disappointed without
it and you analyze their answers to the
question what is the main benefit of
this product for you in the early days
of superhuman that would be speed
keyboard shortcuts the design the
Aesthetics how much time we're saving
them and then you use that to segment
the somewhat disappointed users now
here's where it gets really interesting
and this is one of the core insights we
had in developing this algorithm if you
just blindly act on the feedback from
the somewhat disappointed users you'll
end up with a muddied product that lacks
coherence and lacks Vision this is
because the feedback from your somewhat
disappointed users will be pulling you
in all kinds of different directions
they all have different ideas of what
your product could or should be which
may or may not line up with your vision
and they certainly don't line up with
each each other how do we figure this
out we use the main benefit of your
product the one that really resonates
with the users who love your product to
segment the somewhat disappointed users
into two groups group number one will be
the group for whom the main benefit does
not resonate and again I cannot stress
this enough politely ignore their
feedback because the main benefit
doesn't resonate so even if you built
everything that they asked for they
still wouldn't fall in love with your
product it wouldn't increase the number
of people who'd be very disappointed
without your product well that leaves
group two and this is the somewhat
disappointed users for whom the main
benefit is the same as the very
disappointed users for these folks
they're fully aligned but there is
something and I would wager something
very small that is holding them back
from falling in love with your products
go all in on these people build
everything that they're asking for fall
in love with those people because when
you do they'll fall in love with your
product and the results at superhuman
speak for themselves by changing the
market we got from a very disappointed
score a product Market fit score of 20%
to 32% and then by following this
algorithm we rapidly increase the
product Market fit scored thereafter now
at this point there are two types of
team and two very easy mistakes to fall
into do not overly rotate around what
your very disappointed users want
because although it's very important if
you only build the things they're asking
for you won't increase the set of people
the percentage of people who love your
product and a competitor May overtake
you I found that vision-driven teams
tend to make that mistake but equally
don't overly rotate around what the
somewhat disappointed users want even if
it's the subset For Whom the main
benefit resonates because if you only do
that you're not going to maintain your
lead as to what makes the product
special someone else might Leap Frog You
by doing your special thing even better
than you do it and so it's really
important to go into any planning cycle
planning to spend half your time on what
the very disappointed users love the
main benefit in our case more speed more
shortcuts more productivity more time
saving more focus more design more
Aesthetics and the other half of your
time focused on what what's holding that
special subset of somewhat disappointed
users behind when we initially did that
products Market fit survey it was things
like we didn't have a mobile app we
didn't have good enough search we didn't
properly handle attachments we didn't
have Integrations with crms read
receipts and so on into the long tail of
course now we've built all of those
things and in doing so not only have we
maintained our lead at what makes
superhuman special but we've
systematically been able to increase the
set of people who would be very
disappointed without superum by
converting those people who only
somewhat loved the product into Fanatics
who love the product and spread it
virally and the numbers speak for
themselves after we got from 20% to 32%
by changing the market a quarter later
we got to 48% a quarter after that we
got to 56% a quarter after that we got
to 60% within three quarters of running
the Superhuman products Market fit
engine we got our products Market fit
score from 20% to 60% 60% of superhuman
users would be very disappointed without
the product now I'm not saying this is a
silver bullet but the framework does
work I have so many tips for Founders
who want to be successful and there are
many Frameworks out there but I also
like to keep it really simple so if I
were to summarize it with just two if
you can do those two things you'll
succeed number one and I'm going to
quote Paul Graham here make something
people want and number two make people
realize they want it making people
realize what they want is a piffy way of
saying you have to make people aware of
your product you have to make people
aware of their problem that was
something we had to face you then have
to make people realize that the problem
that they have is severe enough that
they ought to pay for it taking email
and superhuman as an example like I said
there's a billion professionals and we
spend 3 hours a day reading and writing
email that's 3 billion hours every
single day is that a problem well if you
sit down and you think about it for more
than just a few minutes absolutely but
so many of us took it for granted that
that's quote unquote what work is well
what if it didn't have to be what if you
could either be twice as fast in those 3
hours or use those hours to do something
else whatever makes the most sense for
you so that's what we call problem
agitation it can be difficult to make
people aware of a new problem now this
depends on what your company is but for
us we took a three pronged approach to
this the first was injecting ourselves
into the new cycle so PR the second was
thought leadership and the third was
virality so let's take each of those in
turn injecting ourselves into the press
cycle this is one of one of my top tips
for a Founder who's looking to create
awareness for their company before
perhaps you can afford a PR agency or
before you can buy any advertising your
industry will have something interesting
going on at least one or two things a
year and your job is to figure out how
you can attach yourself to that story an
example for us early in the history of
the company was in 2016 when Dropbox
acquired mailbox Unfortunately they
didn't last long at Dropbox and they
were shuttered I think less than 6
months later even though Dropbox had
paid $100 million to acquire them that
was going to be a newsworthy event and I
realized that as a Founder who had
created an email company that had sold
it to LinkedIn I had a very
authoritative stance and opinion on this
topic I know firsthand what it's like to
sell your company and like I mentioned
reportive survived to this day 14 years
later so I also figured out how to make
a startup acquisition durable so I wrote
all of that down and I have something
like 12 I think it is tips on how not
just to survive acquisition but love it
and make it successful now when I heard
the news that a mailbox was going to be
shut down I stopped everything else I
was doing and I just sat down and for 2
days I wrote my piece on how to avoid an
acquisition failing and how to make it
very successful I wrote this article and
then I got it syndicated into a top 10
medium publication qz.com and a few
other places also and that article alone
drove 10 of thousands of signups on our
website and the product wasn't available
it was just a wait list but that's how
you can start start to get awareness
going the second piece is thought
leadership we've talked a bunch about
products Market fit that piece on first
round review is now the most widely
shared and read entrepreneurship article
I think of all time it's become default
reading for a founder and the default
way to measure and grow products Market
fit and then the third piece was
verality it is still the case today more
than 30% of our site traffic still comes
from the scent via superhuman viral
signature and more than 30% % of our new
users still comes from our invitations
and referrals that's how you make people
realize they want it
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