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大约在2018至2019年间，一位来自加利福尼亚的创始人与我联系，只有一个想法。没有产品，没有市场反响，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，我开始与他和我的队友/朋友一起合作，将这个想法变为现实。我们从零开始构建了这个应用程序。那个最小可行产品（MVP）最终发展到处理超过500万美元的交易（这是我至今仍感到自豪的事情）。公司获得了融资。在纸面上，我的1%股份开始变得有意义。一切似乎都在顺利进行。但事情发生了变化。一位新的首席技术官（CTO）加入了团队，他是个很棒的人，教会了我命令行界面（CLI）和Linux（对此我很感激）。但我从直接与创始人合作转变为在新的结构下工作。拥有感减少。直接沟通减少。层级增多。与此同时，公司开始未能达到市场营销目标。增长放缓，资金持续消耗。在2026年1月，我被要求停止工作。到3月，即使是仍在与CTO支持移动应用的我的队友，也被要求停止工作。最终，公司耗尽了资金。我们现在仍在营销方面提供一些帮助，因为我们希望这个项目能够成功。这段经历让我学到了几件事： - 建设只是游戏的一半，分发决定生存 - 与决策者的接近比你想象的更重要我仍然感激我经历了这一切。 ----------- 主要来说，我在这里只发布有关我的产品或询问一些问题。这次我只是分享我的经验，以分享其中的一些教训。

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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.

建立了500万美元的项目。获得了1%的股份。被解雇了。