We have a product in analytics space and our target customer audience was companies that want to develop an analytics solution on top of AWS. We're not actually

We have a product in analytics space and our target customer audience was companies that want to develop an analytics solution on top of AWS. We're not actually a direct competitor to AWS but it turns out to be that way. At first, we thought that it's a win-win-win situation for AWS, AWS customers to use our product and us because I know a lot of AWS customers who try to build in-house solution on AWS and then switched to either third-party solution or another cloud provider since they couldn't design the right system for high data volume on AWS. It's mainly because data engineers are one of the most expensive engineers and there're not enough sophisticated data engineers in the market. We provided (this was the promise) the right (scalable, cheap enough and flexible) solution from day 1 so that they don't have to build a data engineering team. It didn't work because AWS advertises its products as dead-easy to maintain and easy to start working with. Let's take Redshift as an example; it's easy to create a Redshift cluster with 3 clicks but that doesn't make you experienced in distributed systems. Often the companies start using Redshift and as their data grows the price gets expensive exponentially. They hire data engineers at that point and try to switch to another solution or try to make it scalable but switching to a completely different architecture (our solution) is also not easy at this point because of switching costs. Essentially our product became a competitor of AWS from customer's perspective even though we're complementary. Even though we have customers and a profitable company I don't think that we could find the product market fit with that product so now we're pivoting to something else and the new target is more niche.