After my company raised over $60 million in financing and passed the 200-employee mark, we faced an urge many other venture-backed startups do: the impulse to splurge.
The money Vidyard secured from our first round of fundraising went straight into building out new product lines. Since we’d built a great video platform for marketing teams, we figured we’d “rinse and repeat” by developing similar products for sales and customer support teams. But in hindsight, we were placing our core market at risk by diluting our focus on known income streams.
