Inc. 5000 ranked us #2 fastest-growing company in the United States. We scaled to over 300 American cities without hiring 300 city managers, priced our offer at a level most advisors would have told us was too high for an unfamiliar market, and built a licensing architecture that let local operators absorb the risk while we captured the margin.
I’m telling you this not because the number is impressive. I’m telling you because the decisions that produced it were counterintuitive, financially consequential, and made under pressure — and I got several of them wrong before I got them right. The pricing model launched with was wrong. The channel tried first was wrong. The wrong versions cost real money before the rebuild. That is the credential that matters for what you’re about to do: not the number eventually reached, but the decisions made, the ones that had to be reversed, and what each version cost.