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大约在 2018-19 年，一位来自加州的创始人联系了我，他只有一个想法。没有产品。没有进展。只有一个愿景。我分享了我过去的一个项目，这足以让工作开始。不久之后，我和我的队友/朋友一起开始与他合作，将这个想法变为现实。我们从头开始构建了这个应用程序。那个 MVP 最终扩展到处理超过 500 万美元（这仍然让我感到自豪）。公司获得了融资。从纸面上看，我 1% 的股份开始变得有意义。事情感觉都在顺利进行。然后情况发生了变化。来了一位新的 CTO，一个很棒的家伙，他教我 CLI 和 Linux（对此我很感激）。但我从直接与创始人共事变成了在新结构下工作。更少的股权。更少的直接沟通。更多的层级。与此同时，公司开始未能实现其营销目标。增长放缓。烧钱持续。2026 年 1 月，我被要求停止工作。到 3 月，即使是仍然与 CTO 一起支持移动应用程序的我的队友，也被要求停止。最终，公司耗尽了资金。我们现在仍在帮助营销方面，因为我们希望它能成功。这次经历教会了我一些事情：- 构建只是游戏的一半，分发决定生存- 接近决策者比你想象的更重要仍然感谢我经历了这一切。----------- 主要地，我在这里只发布关于我的产品或询问一些事情。这次我只是分享我的 X 帖子，以分享一个经验教训。

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Around 2018–19, a founder from California reached out to me with just an idea.No product. No traction. Just a vision.I shared one of my past projects, which was enough to get the work started.Soon after, I started working with him to bring that idea to life with my teammate/friend.We built the app from scratch. That MVP eventually scaled to process over $5M+ (something I’m still proud of).The company raised funding. On paper, my 1% stake started to mean something. Things felt like they were working.Then things changed.A new CTO came in, a great guy who taught me CLI & Linux (grateful for that). But I moved from working directly with the founder to working under a new structure.Less ownership. Less direct communication. More layers.At the same time, the company started missing its marketing targets. Growth slowed. Burn continued.In January 2026, I was asked to stop working. By March, even my teammate who was still supporting the mobile app with the CTO, was also asked to stop.Eventually, the company ran out of money.We’re still helping a bit on the marketing side now as we want this to work.That experience taught me a few things:- Building is only half the game, distribution decides survival- Proximity to decision-makers matters more than you thinkStill grateful I went through it.----------- Mainly, I only post here about my product or ask something. This time I just share my x post here to share one of the learnings.

赚了 500 万美元。分到 1%。被解雇了。