00:08good morning I'm Divya and today I'm
00:11going to talk a little bit about kpis
00:13and prioritization for an early stage
00:15startup this is my second batch as a
00:17visiting group partner here at YC where
00:19I've worked with hundreds of Founders on
00:21hitting their demo day goals and
00:22navigating goal setting and execution as
00:25they search for product Market fit I
00:27myself am a two-time YC founder and have
00:29also held leadership roles at several
00:31fast growth startups just as a heads up
00:33I'm going to be giving you some homework
00:35at the end of this talk my hope is that
00:37today we can improve the way you spend
00:39your time and expedite your journey to
00:41product Market fit so why are we talking
00:43about this now that you're a startup
00:45founder there is nobody telling you how
00:47to spend your time you might have heard
00:48some version of and not or
00:51implying that you have to turn over
00:52every Rock and optimize every metric to
00:55build a successful startup while this is
00:57true to some extent you still have to
00:59choose how you're going to spend your
01:00time each day ultimately as a startup
01:02founder you want to get to product
01:03Market fit as quickly as possible
01:06prioritization matters and having
01:08Clarity on your kpis is crucial for
01:10prioritization let's start by defining
01:12these terms kpi stands for key
01:15performance indicator these are the
01:17metrics that you track and report on
01:19both internally and externally these
01:21metrics make sure that you're measuring
01:23what matters and they tell you whether
01:25what you're doing is working
01:26prioritization tells you in what order
01:29you need to tackle your work each day
01:31there are infinite things you could be
01:33doing each day and your work is never
01:35done but time is finite prioritization
01:38tells you how you spend your time each
01:40day how you direct your team to spend
01:43their time each day when you have one
01:45and most importantly prioritization
01:47helps you decide which super important
01:50things on your list you don't get to
01:52today here's what your task list may
01:54look like note that the highlighted
01:56items in yellow are the ones that I
01:58might decide to prioritize also note
02:00that every item on this list feels
02:03important yet only a few are likely to
02:06truly move your business forward and
02:08toward product Market fit in a world
02:10where you can't possibly get to
02:11everything you need to prioritize the
02:14tasks that'll move you to word your kpis
02:16faster so why are kpis and
02:19prioritization in one talk well
02:21prioritization means that you're working
02:23on the things most likely to impact your
02:26top kpis so it's critical that you
02:28choose the right kpis and then are
02:31honest with yourself about which tasks
02:33are most likely to move those kpis when
02:35you're moving fast it's extra important
02:38to make sure you're running in the right
02:40I'll use this analogy a few times today
02:42so look out for it we come across
02:44companies all the time who are working
02:46so hard but optimizing for the wrong
02:49thing we call these vanity metrics
02:51things that make you feel good and
02:54things that you can brag about on
02:55LinkedIn at the end of the day if you
02:57fall into the Trap of making these your
02:59primary kpis you're going to be spending
03:01your time on the wrong things so why are
03:03kpis and prioritization important well
03:06as a Founder no one is going to tell you
03:08how to spend your time it's very easy to
03:10feel busy and feel productive and not be
03:12moving your business forward
03:14here are some common examples of things
03:16you can be doing to feel busy today
03:18optimizing paperwork tasks maybe we're
03:21good enough is all that you needed
03:22perfectionism and craft craftsmanship on
03:25a feature that nobody's using anyway
03:26premature optimization or building for
03:29scale that you don't need to yet or
03:31choosing a more intellectually hard
03:34problem to solve rather than building
03:35what your users want I remember in the
03:38early days of one of my companies we
03:39were trying to pick a legal firm to work
03:42sure you need a lawyer and you need to
03:44need to pick a good lawyer there are so
03:47many to interview and so many of them
03:48wanted to take us out to lunch or to
03:50drinks have us visit their offices The
03:52Works you guys this felt flattering and
03:54glamorous we felt so busy but at the end
03:56of the day we hadn't even launched yeah
03:59choose a good lawyer no this is not
04:00impacting your kpis do it quickly and
04:03again it's easy to run fast but in the
04:07you need to run fast and be running in
04:10the right direction when you're doing a
04:12startup time is at a premium
04:15the faster you get to market the sooner
04:17you earn money and you can reinvest that
04:19money in your business and be less
04:21dependent on outside capital or even if
04:24you want to keep raising you'll have
04:26more leverage to raise money on better
04:28terms taking more time to get to Market
04:30means you burn more money lastly moving
04:33slowly means that competitors have more
04:35time to copy you and catch up time spent
04:38without making real progress also has an
04:40emotional and mental cost and can raise
04:43red flags externally in fundraising and
04:45hiring so don't waste time on things
04:48that don't matter so let's talk about
04:49how to prioritize there are two ways we
04:52can talk about prioritization one is how
04:54you spend your time on your startup
04:56versus other things in your life listen
04:58guys I can't tell you this this is a
04:59very personal decision this depends on
05:01what else is going on in your life and
05:03how you want to spend your time this is
05:05a whole separate topic that we won't
05:07spend much time on today that said I
05:09have two important points one remember
05:11speed matters and two this is an area
05:15where it's really important to align
05:16with your co-founder on expectations
05:18when we discuss prioritization we mean
05:21how do you spend the time you've
05:23allocated to working on your startup
05:24let's make sure that you're doing the
05:27most impactful things with your valuable
05:28time okay so step one for prioritizing
05:31we're going to talk more about how to
05:33set kpis in the next section but I want
05:35to talk about why this is critical for
05:37prioritization so first you need to
05:39identify your top kpis
05:41if you've launched your primary kpi
05:44should be Revenue growth if you don't
05:46want to make Revenue growth your primary
05:48kpi you need to really push yourself on
05:50why we talk more about this later in
05:52this talk but this is important enough
05:54to mention here a non-revenue kpi is
05:57rarely the right one and we'll talk
05:59about a few exceptions later if your
06:01pre-launch your kpis in the short term
06:03might be weeks until launch or number of
06:06conversations with users
06:08but once you do launch please quickly
06:10shift your kpis to revenue growth second
06:13you need to decide what's your kpi goal
06:16for this week we'll talk about goal
06:18setting later but assume that you have
06:19some goal for example 10 more paying
06:22customers by next week make sure this
06:24ladders up to any longer term goals that
06:27the reason setting the right kpi goals
06:30is critical is that it'll remind you of
06:32the urgency of growing fast early growth
06:35compounds and tracking goals weekly
06:37reminds you of this here at YC we talk a
06:40lot about the early days of Airbnb where
06:42the founding team wrote their weekly kpi
06:45goals on their bathroom mirror so they
06:47were facing that reality multiple times
06:49a day in addition to identifying the
06:51right kpis you also need to identify
06:54your biggest bottleneck or problem in
06:56moving your top kpi here's an example
06:58from a YC company called super daily a
07:01daily grocery Subscription Service in
07:03India that sold to swiggy in 2018. super
07:06daily faced a scenario early on when
07:08they launched V1 of their product there
07:11were a ton of things to be optimized you
07:14guys picture this business it's
07:15operationally complex the mobile app Ops
07:18tooling Inventory management and a whole
07:21lot of messy on the ground Logistics
07:23with their North Star was growth and
07:26they were able to see clearly that their
07:29bottleneck was the conversion of users
07:31who actually got pretty far down the
07:33sign up flow and then churned
07:35so they asked themselves
07:37why are high intent users not converting
07:40that was the biggest problem they needed
07:42to solve and the first tasks they
07:44prioritized were conversations and
07:46experiments to understand this by
07:48focusing on this question they realized
07:50that high intent users were dropping out
07:52because a lot of users wanted a specific
07:55milk brand that super daily didn't carry
07:58it wasn't a ux friction issue or an app
08:00issue so they onboarded that milk brand
08:03rather than beautifying their sign up
08:04screen once they solved this then they
08:07started looking at how to convert users
08:08that were maybe farther up the funnel or
08:10lower intent users that were referred by
08:12word of mouth or people that were
08:13casually checking out super daily so by
08:16the time those users got farther down
08:18the funnel to the highest intent phase
08:20they now had that top milk brand on the
08:22app and they knew that they weren't
08:24optimizing a funnel that would leak
08:27by onboarding this new brand super daily
08:29was able to increase their conversion
08:31rate by 50 here's a simple framework to
08:34prioritize aggressively to optimize for
08:37that kpi goal number one write down any
08:39ideas that you might have to hit your
08:41goals don't start working on them right
08:43away it's really easy to chase shiny new
08:45things just write them down next you
08:47want to rank by probability of success
08:49and then sub-rank with respect to
08:52complexity or how long it's going to
08:53take you to do this task pick only a
08:56couple of things to try once you pick a
08:57few tasks and start working on them if
09:00your kpi isn't moving be really honest
09:02about why ask why several times until
09:06you feel like you can actually
09:07understand the real reason even if it's
09:09hard to hear per the example of super
09:11daily earlier it might be something
09:13simple like the milk brand do Retros in
09:15your weekly initiatives are you
09:16predicting impact and complexity well
09:19did you complete all the tasks you were
09:21expecting to complete in the Sprint if
09:23not next time break them down more give
09:26yourself time blocks to reduce context
09:28switching or maybe did you accidentally
09:30work on some of those fake progress
09:32tasks we talked about just do better
09:34next time and then move fast learn and
09:37then do something differently the next
09:39time if what you did didn't work the
09:41definition of insanity is doing the same
09:43thing over and over and expecting
09:45different results don't let indecision
09:47slow you down just pick a path and keep
09:50ideally you're going to be growing fast
09:52if not talk to a lot of users fast
09:55churn through your bad ideas fast so you
09:58can get to working on the right good
10:00ideas as fast as possible don't waste
10:03time on indecision so as a sanity check
10:05here are some things that should and
10:08should not end up on your list in most
10:09cases since we're talking about the 90
10:12case here and specifically talking about
10:15early stage startups here are a list of
10:17example tasks that you should see on
10:23and then building and iterating based on
10:25user feedback when you're spending time
10:27talking to your customers and responding
10:29to support emails there is a direct path
10:33to revenue growth the only way you know
10:36what your customers want is by talking
10:38to them all the time and the only way to
10:40grow is by building something people
10:42want not much else is going to help you
10:44at this stage here are some things that
10:46should not end up on your task list AKA
10:50passive fundraising conversations or
10:52coffees when you aren't actively raising
10:54when you do decide to raise it should be
10:56deliberate focused and time boxed
10:58conference attendances other than a few
11:00select Industries this generally won't
11:02move your needle in an early stage third
11:05arbitrary technical Milestones spending
11:07time optimizing technical benchmarks
11:10launching an Android app unless you're
11:12hearing clearly from your users that
11:14this is a burning pain point this is
11:17probably fake progress at this point you
11:19guys this fake progress list it's not
11:21anything to be ashamed about
11:23smart people put these things on their
11:25list all the time we've all done it
11:27these are all tasks that can make you
11:29feel good they boost your ego their
11:31metrics that you can brag about on
11:33LinkedIn they might make your mom proud
11:35they might make your ex-boyfriend
11:36jealous but what they don't do is they
11:39don't necessarily get you closer to
11:40product Market fit here are some common
11:42tricks your brain plays on you when
11:44you're trying to prioritize
11:46these are tricks and traps that your
11:48mind has to help you avoid negative
11:50feelings like shame despair
11:53embarrassment self-doubt many people are
11:56drawn to low leverage tasks why they
11:59provide a sense of accomplishment they
12:01allow you to check things off your list
12:03and it's so tangible at a time when your
12:05startup's future is uncertain there can
12:07be so much satisfaction in checking
12:09tasks off a list don't fall into this
12:12trap here are some examples of this
12:14spending too much time optimizing
12:16paperwork or unlicensing incorporation
12:18Equity this is not an area where you
12:22need to optimize or innovate just follow
12:24the standard advice to stay legal and
12:26compliant slightly cheaper workers comp
12:28insurance or slightly better Equity
12:30structure is not going to make or break
12:32your business taking meetings with
12:34potential investors advisors Partners or
12:37building cool hard features that you
12:39don't know people want yet again these
12:42things can make you feel really good and
12:43really smart solving hard problems is
12:45awesome unfortunately it's not going to
12:47help you find product Market fit sooner
12:49it's just going to be things you're
12:50checking off a list the second mental
12:52trap I want to talk about is that
12:54sometimes you can fool yourself into
12:55thinking something is working when it's
12:57really not be honest with yourself it
13:00doesn't feel good to admit to yourself
13:02or your teammates or your investors or
13:05your mom the things aren't going well
13:07but you're not doing yourself any favors
13:10by not diagnosing problems early and
13:12often slow growth can be deceptive it's
13:15easy to mistake slow growth for product
13:17Market fit as someone that's worked at
13:20both kind of slow steady growth
13:21companies my own startups and companies
13:23with clear product Market fit like
13:25doordash trust me you guys these types
13:28of growth feel fundamentally different
13:30third trap I want to talk about is
13:32perfectionism or indecision blocking
13:35progress when nothing seems to be
13:37working it's really easy to make every
13:39decision feel like it's going to make or
13:41break your company in reality
13:44most decisions don't matter and for the
13:46ones that do it's okay to decide wrong
13:49first and then fix it later just keep
13:52moving so the best case scenario you
13:54know the one you can put on a pedestal
13:56is a scenario where you make the right
13:57decision quickly every time this is
14:00completely impossible no one's going to
14:01achieve this I recommend the second best
14:04option which is to make pretty good
14:06decisions quickly and then if they turn
14:08out to be wrong fail learn and switch to
14:11what's working quickly as a startup
14:14founder you have dozens of decisions to
14:17don't waste time on the ones that won't
14:19help you get to product Market fit
14:20remember if it's a tough call it
14:23actually probably means you can't go
14:25so pick one keep moving the fourth
14:28mental trap I want to talk about is
14:29spending too much time on downside
14:32protection instead of chasing upside
14:34downside protection is straightforward
14:36and satisfying fixing little problems is
14:39very easy but rarely where the
14:42Innovation happens chasing upside
14:44requires risk taking creativity a lot of
14:47false starts so get in as many
14:49iterations as you can for example we
14:52hear a lot of Ops teams talking about
14:54getting themselves out of spreadsheets
14:55y'all at this stage spreadsheets are
14:58fine until they're not if they're
14:59working stick with them it's good to do
15:02things that don't scale as long as
15:04they're not breaking instead spend your
15:06time finding out what your users need in
15:09order to use your product every day
15:11instead of once a week that's the upside
15:13chasing that we're talking about the
15:15last trap I want to call out today is
15:17chipping away at small problems when
15:19there's a big existential one looming
15:21that maybe you don't want to face for
15:23example you may tell yourself hey okay
15:25my 150 users are asking for one click
15:28ordering let me go build it you guys you
15:30only have 150 users this is a problem
15:32maybe you've only had 150 users for the
15:35past three months and they're starting
15:36to churn and no one knew is signing up
15:38that's your biggest problem go solve
15:40that so here's a quick recap on
15:42prioritization you'll never get to
15:44everything on your task list
15:46you have to use kpis to prioritize your
15:49work and only work on the biggest
15:51blocker to your primary kpi and be
15:53honest with yourself and fail fast so
15:56now let's talk about how to choose the
15:58right kpis remember we can't afford to
16:01waste time running fast in the wrong
16:02direction let's define primary and
16:05secondary kpis your primary kpi or
16:07primary metric is the main metric you
16:10use to measure whether your business is
16:13on track for the vast majority of
16:15startups your primary kpi should be
16:17growth and ideally Revenue growth this
16:19indicates that you've built something
16:21people want and you're on track to
16:23building a huge business as we've
16:25mentioned there are a few exceptions to
16:27this for example maybe a Marketplace
16:29business might choose signups or gmv as
16:32their primary kpi or an early Enterprise
16:34business with a long sales cycle might
16:36choose letters of intent secondary kpis
16:39are things that need to be tracked
16:41moving in the right direction to make
16:42sure you're not cheating on your primary
16:44kpi or to give you an early signal when
16:47your primary kpi is very lagging here
16:49are some examples of secondary kpis
16:50retention and churn these are going to
16:53actually contribute to your Revenue
16:54growth so they're very important to
16:56track unit economics you need to make
16:58sure you're making money on each user
17:00and not giving away free money and
17:02calling it growth customer acquisition
17:04cost depending on your stage you may not
17:07need to optimize this right now just
17:09have a sense for your payback period and
17:11whether you'll make or lose money per
17:12customer acquired keep this list small
17:15and relevant three to five secondary
17:17kpis is reasonable I've also included a
17:19short list here of vanity metrics as we
17:22discussed earlier it is very easy even
17:25for good Founders to fall into the Trap
17:28of prioritizing for these metrics they
17:30feel good and they provide external
17:34you find these creeping into your task
17:36list just ask yourself
17:38is this directly on my path to revenue
17:40growth is this my biggest blocker to
17:43illustrate what a laser focus on growth
17:45looks like I dug up some examples here's
17:48a side by side comparison of doordash on
17:51demo day which everyone knows and my own
17:53startup Rickshaw which was also a
17:55delivery platform we went through YC
17:58right after doordash did and doordash
18:00eventually acquired Rickshaw in 2017.
18:03both companies had a laser focus on
18:05order volume as a Top Line metric this
18:08allowed for Clear focused execution and
18:11resulted in strong and very similar
18:13early traction however post demo day the
18:17paths diverged a little bit Rickshaw had
18:19a bit of trouble fundraising despite
18:21comparable early attraction to doordash
18:23this caused us to make a decision out of
18:26fear and instead of continuing to have a
18:28clear focus on Top Line growth as
18:30doordash did we tried to optimize for
18:33both growth and unit economics we tried
18:36to hedge and this was very dangerous
18:38this split Focus put us in a weird no
18:41man's land of slow growth which as we
18:43described before can kill startups there
18:46is a lot more Nuance about profitability
18:48versus growth that I won't get into here
18:50the main message today is to choose your
18:53primary kpis and don't try to get smart
18:55and optimize for two or more hard things
18:58at once so now that we've talked about
19:00how to define primary and secondary kpis
19:02how do we set targets assuming growth is
19:05your primary kpi how much growth is
19:08enough this depends on your business and
19:10your stage but in Paul Graham's classic
19:13essay about growth she notes that for a
19:16company going through YC
19:17five to seven percent week over week is
19:20growth is good and a ten percent week
19:22over week growth is exceptional
19:25as I've said a few times now small
19:27changes in weekly or monthly growth
19:29growth rate really compound and make a
19:32difference in the long run so early
19:34growth is better than late growth if you
19:36can choose that number on your bathroom
19:38mirror per the Airbnb story reminds you
19:41to focus on this early
19:43here are a few factors that might impact
19:45your growth rate that you might want to
19:48first latent demand might boost early
19:51growth perhaps some early users will be
19:53willing to put up with an inferior
19:55product experience because you're
19:57solving an urgent need
19:59but that growth rate might be tougher to
20:03for Enterprise businesses the length of
20:05your sales cycle might be long this
20:07should go up down over time but it might
20:10impact early kpi and goal setting in
20:13these cases you can set goals around
20:15other process metrics for example leads
20:17in different stages of your funnel
20:19another thing that might be impacting
20:20your growth rate is whether you're doing
20:22organic or paid user acquisition
20:25early on organic is ideal you should
20:29know where to find your first few
20:31passionate users and talk to them
20:32directly and ideally have them spread
20:36you can also run paid acquisition tests
20:38so that once you have a product that's
20:40growing organically and a sense for
20:42payback period you can crank out the ads
20:44crank up the ad spend to drive growth
20:46but please don't do this too early and
20:49don't leak money on this strategy
20:51accidentally the last thing I want to
20:53talk about on the slide is retention and
20:56we get a common question should we focus
20:58on getting new users or focused on
21:01retaining our existing users
21:03the short answer to this is you have to
21:05do both the slightly longer nuanced
21:08answer is that both will impact your
21:10Revenue growth so get a sense for which
21:12one's going to have more impact first
21:14make sure you don't have a problem with
21:16churn and that your users are sticking
21:19around long enough to pay back their
21:21acquisition cost and to tell their
21:23you don't want to bring new customers
21:25into a substandard product
21:27but beyond that of course focus on
21:30bringing in new users ultimately both
21:33these metrics will need to be strong to
21:35sustain a healthy Revenue growth to
21:38share another example from Super daily
21:40early on they realized that the
21:42acquisition numbers they were tracking
21:44were not reflecting a healthy growing
21:46business and could be artificially
21:48boosted due to paid promos to protect
21:51against this they switched their track
21:53metric from sign ups which was too easy
21:56to game to tracking customers who who'd
21:59placed five or more orders since they
22:01saw this as a leading indicator to
22:03customers that were very likely to
22:05become long-term Revenue generating
22:07customers this helped the super daily
22:09teams align their marketing and their
22:11overall Revenue goals to chase top line
22:13revenue growth when setting targets
22:15there are two possible approaches and
22:17you can and actually should do both your
22:20first option is a top-down approach set
22:23a goal or a milestone that you need to
22:24reach sometime in the future for example
22:26five thousand dollars in mrr by the end
22:30back into that Weekly growth rate that
22:33you need to achieve to achieve that
22:34longer term goal the Airbnb demo day
22:37example is a great example of this set a
22:40Target and obsess over it compounding
22:43matters so getting an early start helps
22:46a lot your second option is a Bottoms Up
22:48approach ask yourself what do you think
22:51is realistic for you to get done in the
22:54then you can project out from there as a
22:57thought exercise when doing a Bottoms Up
22:59goal setting you can ask yourself what
23:02could we achieve with unlimited funding
23:04a lot of people in their heads think
23:06that funding is a bottleneck so let's
23:07remove that what could we do in the next
23:10week with unlimited money or resources
23:12then ask yourself what creative ways can
23:15we still achieve that even with limited
23:19set your goal between top down and
23:22either is actually fine I recommend
23:24periodically doing both to see whether
23:26what you're doing is realistic
23:27achievable and ambitious at the same
23:30time just make sure that you're checking
23:32to make sure that you're always on track
23:34to build a big business and aren't
23:36accidentally ending up in that no man's
23:38land of underwhelming but consistent
23:40growth let's talk a little bit more
23:42about some non-revenue kpis that may be
23:44tempting but not always right first
23:50you might hear these buzzwords together
23:52these are generally concerns kind of
23:56later in your business but they usually
23:59come post product Market fit once you
24:01have a fundamental business that you
24:03know people want and then you need to
24:04reliably scale your user base
24:07so for now we recommend you only worry
24:09about payback period
24:11ideally your payback period is zero as
24:14in zero dollars spent on CAC so
24:16customers are profitable on day one
24:19if you do need to spend on CAC or unpaid
24:21acquisition get a sense for how quickly
24:24users pay back that CAC and whether
24:26you're reliably hitting it does your
24:28retention rate make this work
24:31LTV can really be a rabbit hole for
24:33early stage companies and it's really
24:35hard to calculate so just make sure your
24:37payback period is reasonable and you're
24:39making money per user a second tempting
24:42kpi I want to talk about is free sign
24:44ups or daily active users
24:47I'll start by saying this
24:48paying customers will have very
24:51different expectations for a product
24:52than for than free customers will so if
24:55you plan to charge for your product
24:57eventually don't mess around getting
24:59feedback from free customers it'll
25:01likely be the wrong feedback
25:03get paid from day one or at least don't
25:05count those users as part of your growth
25:07the main exception here is from
25:10marketplaces or products that have a
25:12strong Network effect and need volume in
25:14order to have utility Uber is a great
25:17example of this without enough drivers
25:19on the platform the user experience was
25:21not good enough for writers to pay a
25:23premium for in these cases sign ups or
25:26gmv can sometimes suffice if no revenue
25:29is being generated yet I have a couple
25:31of stories of startups spending too much
25:34time on sign ups and shifting to revenue
25:36too late in the game Scribd was an early
25:39YC company that went through in summer
25:42they spent their first four years
25:44primarily growing a free product and
25:47they were afraid of losing their
25:49millions of customers if they started
25:51charging as you can see in this graph in
25:53year five so remember they started in
25:552006 in mid-2010 they started charging
25:58and while they did lose over 90 percent
26:01of their customers their revenue grew by
26:04Infinity percent they finally had a
26:05business and while Scribd already had
26:07millions of users it wasn't until they
26:10started charging that they started to
26:12really learn what their paying users
26:14wanted I want to quickly talk about a
26:17few exceptions other exceptions to
26:19revenue kpis and this is hardware
26:21companies biotech companies Enterprise
26:23businesses with a long long sales cycle
26:26and these businesses it can be more
26:28challenging to measure growth and in
26:30these cases something like letters of
26:32intent contracts maybe even technical
26:34Milestones might be reasonable metrics
26:37but please keep yourself honest and make
26:41sure that these are actually indicators
26:43of actual progress and growth and audit
26:45them frequently now I challenge each of
26:47you at the end of this talk you should
26:49each write down your primary and
26:51secondary kpis and set ambitious targets
26:54next audit your task list for the week
26:58and make sure you are laser focused on
27:00hitting those goals I know a lot of you
27:02are in slack and WhatsApp groups for
27:04startup school I encourage you to share
27:06your kpis and your goals with your
27:08community and get feedback and hold
27:10yourselves accountable I hope this talk
27:12helps at least one of you get to product
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