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7 lessons from starting my first startup

At 19, I started my first startup as a solo founder called Homeroom right after dropping out of college. After 2 years, I reflect on the journey, mistakes I made, and lessons I learned.

May 1, 2019
Personal
Startup
Product

At 19, I started my first startup as a solo founder called Homeroom right after dropping out of college. After 2 years, I reflect on the journey, mistakes I made, and lessons I learned.

1) Have a co-founder with you right from the start. 

As a solo founder (and an unexperienced 20-year-old), I thought I could manage everything about a startup, from user interviews to customer outreach to designing to prototyping to developing to everything. An honestly, this was manageable, but as a result, I was mediocre at everything I did because I couldn't spend time working and focusing on one aspect. When I was building the product, I also needed to talk to users, get customers, but when I was spending time talking and attract users for the pilot, I was not building, which made me feel unproductive.

Another important aspect of this and probably the biggest factor/variable for pain + stress in my case is the emotional toll startup a company alone has on you. Not having someone with you to tell you that you’re wrong, to challenge you, to bounce off ideas with, to truly share how you're feeling adds more weight to your shoulders than just building your startup does.

Having a co-founder isn’t only about sharing responsibilities, it's about believing in someone else to keep you accountable for what you build because they're just as passionate and vested in what you're building. In the end, building a great product, startup, and company comes with a big responsibility, and having someone walk abreast with you just makes the startup journey a little less tough.

2) Asking the right questions to your customers/users.

There are three key lessons that I learned, all of which falls under this point. The first one is to talk to your customers/users first. Your idea is a hypothesis and you need to validate this at some point. To do so, talk to your users and ask them questions.

But one thing people don’t tell you is how to ask these questions. For example, I remember having said this in one of the earliest interviews with a professor:

Hi, I am Keshav and I’m working on an educational startup for classrooms called Homeroom. I’m building a product to solidify the relationships between students and teachers to create high engagement in class. Would you want to use something like that in your class?

There are a couple of things wrong with it. 

I went directly into what Homeroom is, what I am building, with a question to put them in a spot. I was thinking of user interviews as selling my idea to them instead of trying to learning about the problems they were facing on an everyday basis. The goal of user interviews isn’t to talk about your idea (at least in the beginning)—it's to learn about them, their behavior, how they do things today.

When I asked professors if they would like to use Homeroom for their classes, I put them in spot and most of these professors did not want to be the devil who shuts down a 19-year-old entrepreneur. So guess what they responded with? “Yes, I'll use it.” But when it came time to do so, most of them made excuses and deferred. Instead, I should’ve asked them questions like these:

1. What are the not-so-fun parts of your workflow?

2. What makes it so awful?

3. When was the last time you felt that problem?

4. Can you talk me through the way you’ve tried to fix them?

This directly probes a problem they have and gives you insight into how they solve it. If they don’t solve it, best believe it either isn’t big enough of a problem or they just haven’t had the time to.

There’s a great book that was recommended to me by a YC alum called “The Mom Test” — the title probably gives it away.

And the final lesson I learned is that talk to ask many people as you can initially. We had about 10 people, but again with the quality of interviews, it didn’t mean anything. 10 good interviews could be enough, but a larger dataset allows you to find patterns in their behaviors, everyday life, and problems.

3) Keep your product surface area low

This was truly one of the biggest mistakes I made, subconsciously, while working on Homeroom. I knew that the goal is to build an “MVP”, but I subconsciously started to add new features because they “this would be really cool to have”. As I was collecting feedback from students and professors, they said they liked the platform, but adding "x" and "y" and "z" would truly be helpful to them.

As a young founder, I took their words as prophecy and built out those features. By the end of development, I had 6-7 features within my product that were quite independent of one another, so by then, I was having a hard time explaining what Homeroom really solved.

You should aim to narrow down and center your solution around one big problem. When you’re building your product, you may be tempted to add many features, but it does more harm than good (in most case) because at the end you’re left with a product with too much surface area, but too little at the core value.

A better way to weed out these suggestions is by asking "why?" to your users. Why do you need this feature? If it's something that is a "nice-to-have" but doesn't align with your overall vision, add high product value and get people to pay for it. The first version doesn't need to have 100 features—it just needs to be usable and communicate & add clear value to your end users and potential customers.

Question the intent when someone says "add x" to your product. It may seem easy to build a faster horse, but what you really needed to build is a newer medium for transportation that would revolutionize the way people commute.

Building a product with focus is hard, but what’s even harder is building a product with a lot of features that no one wants to use.

4) The "Startup life" will consume you

There are many trade-offs to building a startup. Yes, you get to work on and build things to improve the lives of others, which is, in and of itself exciting. But building a startup is very time-consuming. There were months where I didn’t speak with my friends or socialize or go out. Even during times I really wanted to, there was simply so much to get done that I couldn’t afford to.

It's a commitment to yourself and your dream. You may find yourself working 70–100 hours a week. You will find yourself thinking only about your startup, even when you're hanging out with friends and family. You'll be building the product, meeting customers, investors. A lot of people are not going to like your stuff. That's going to bother you and keep you up at nights.

You're going to feel exhausted, things will not always pan out how you expected them to be, you will be spending the money you saved up, but you're still going to have to keep going. I realized that my social life took a massive hit when I isolated myself as a solo founder. What did I do?

I leveraged Twitter and LinkedIn and reached out to over 250 people in 4 months. I ended up meeting around 50 people and some of the people I've met during this time have become some of my closest friends. They were builders, engineers, designers, product-peeps, former founders, current founders, aspiring founders, investors, angels, and most importantly, people who wanted to do things bigger than themselves.

Being a founder of a company became the reason for me to connect with these people and they gave me advice, insights, and helped me later on in my journey with Homeroom. Even though I didn't have a "co-founder", they provided me with support. Had it not been for running my company, I don't think I would've been able to meet some of the most brilliant people that I did.

5) Be lean and move fast

I’m sure you’re thinking, “Don’t you read these in books? Move fast, get a co-founder, build one thing, etc..” All of these advice seem obvious and were to me until it came time to employ them. I knew that getting a co-founder would be critical, but I couldn't find people that were just as passionate as I was about changing the landscape of classrooms in college.

I wanted to build a great product and I knew that meant collecting feedback and building what my users want. When I conducted my pilots in colleges, a lot of students and professors gave me feedback and said, "I would really like x" or "I'd love to have y because it __, __, and __" and I thought if that's what they want, I should built it for them. After all, that's what we're told, right? What gets left out of these advice is that you shouldn't take everything literally (check back to point #3).

In the end, I wish I had deduced all of this earlier. Not because I would have stopped earlier, but I would've had the chance to fix these mistakes.

6) 9 of 10 startups fail, so just build 10

While my first startup wasn't the success that I had envisioned in the beginning, in no way is it the last one I'll work on. People say "9 out of 10 startups will fail" and to that, I say, "Just build 10, so that at least one can succeed". Sounds ridiculous? No. It's all about mastering your craft.

If you want to be a great software engineer or a great designer or a great marketer, you have to put in the time and be willing to fail. You have to try things even if you know you may be able to achieve them, for the sake of growing, learning, and perfecting your craft.

Building a startup and a company is like that as well. It's the matter of pattern recognition, understanding what works, what doesn't, framing the problem properly, and being cognizant of the value you bring to your customers. These skills develop over time and become instinctual and allow you to be more focused and confident about what you're building and how to get there.

7) It's about the process

Reid Hoffman puts it interestingly: Building a startup is like jumping off a clip and building an airplane on the way down. While this is pretty extreme, there's some truth to that. The cliff represents stability and jumping is the leap you take trying to build that "next" thing.

Building a startup is about iterating. Most ideas do not strike on the first attempt, which is why you need to always re-access the product you're building, analyze it from different angles, and determine if there are tweaks you need to make, whether to the product, the targeted demographics, or the market.

In essence, building a startup is a process. In this process, there is a lot of learning, individual growth, failure along the way and a lot of disheartening moments, but when you jumped down from the cliff, you signed up for this. You signed up to be smashed into the ground. And you might crash a lot of times and that's where intrinsic grit comes into play. You have to have the perseverance to keep getting up and keep moving, whether or not you're with others or alone.

There's a quote from Confucius that has always stuck out to me, which I try to live by:

Our greatest glory is not in never falling, but in rising every time we fall.

So keep falling, keep trying, but keep getting up. You can't feel and appreciate the success of your work if you haven't suffered through the disappointments, the failures, the existential crisis along your entrepreneurial journey.