> Instead of solely focusing on revenue – something many founders did because financing rounds or exits are based on a multiple of sales – Jane emphasized keepi

> Instead of solely focusing on revenue – something many founders did because financing rounds or exits are based on a multiple of sales – Jane emphasized keeping customer churn low. This is a weird thing to write, because keeping custom churn low is one of the key points of increasing revenue. Startups don’t really choose one or the other. They need both. I think the author may have been in such a rush to sort startups into “good” and “bad” examples that they bought into one startup’s positive spin on their own constrained growth. I do agree with the general point that a return to focus on sustainable business is good for the industry. The easy money of the past several years has produced some weird distortions in the industry. I’ve been involved with startups where shipping product seemed like it was the lowest priority. They were so busy hiring credentialed managers and building out elaborate org charts and planning unnecessarily complicated off-sites and events. It felt like the infinite funding created an environment where they felt financially successful despite barely having customers yet, and they turned themselves into big company excess because that was the cargo cult thing to do.