in Lessons

What I learned from my failed startup after 2 years, 300 users and zero revenue

Here are the startup lessons learned from Teamometer, a startup with 2 years and about 300 users.

Two years ago, on December 2011, I was generating ideas for a business that would help team managers to not suck so much at managing their teams. I came up with this idea because I had some pretty terrible managers in my life. At the same time I worked for about 5 years with leadership development and had some pretty great teams and team experiences. Exactly January 1st 2012 I registered the domain teamometer.com.

 

Validating the MVP

I was reading The Lean Startup at that time, which is a great book, but not completely fool proof (here is a fool who got it wrong). I started well: in December I created a very basic idea and rough screens of my team management web tool. In January I built a very basic 2 page website with a video explaining what Teamometer.com did and a “try it free” button, which then lead to a page for inputting the email address to capture leads (since I had no product, that was just a test to see if there was demand). Then I bought a few dollars in Adwords to drive traffic to it.

What was good: create a simple and fast website was sweet. The presentation video was pretty good too in my opinion. The Adwords was good to drive traffic too and got a fair share of people who gave me their email address (about 10% of people who clicked the ad).

What could be even better: “try it free” and free trials in general are good if you know your product rocks and you will convert the customer. However, when you are testing demand, it is not the best, because it invites people that are only curious, not really thinking of buying. So the best approach would be to put a price page, see who would click that and after capturing the email telling that the product is not ready and they won’t be charged anything just yet. I would probably get fewer prospects, but the people who did subscribe would be serious about the product.

Where it went wrong: I had all those people who were interested in the product. I judged the product “validated” (WRONG! WRONG! WRONG!) and went on to build it. Looking back, I cannot believe how stupid I was. I had all those people who said they were interested and the obvious next step was NOT building the product, but TALKING to the people who were interested. Asking them things like:

  • What were you looking for in Google when you found Teamometer? Why were you looking for it?
  • Why is it a problem for you/company?
  • How are you trying to solve this problem today?

After discovering their needs, going through with them on what is your idea, to get feedback if you are on the right track.

If I did this, I would have a much better perspective of what people wanted.

Where it went REALLY wrong: one of the prospects was an HR person from a huge Indian manufacturer. They wanted the system NOW and wanted to speak to me. I had a Skype call with them and what they wanted was clearly not what I was thinking to provide with Teamometer. Instead of surfing the wave and adapting my idea to what a real prospect client was telling me they wanted, I entered “sales mode” and sold them my idea, what it would be, how good it was. How dumb is that? I just needed to build what they wanted.

The worst part is that I was blind, thinking that this call had validated my product even more, when in fact it was clearly invalidating it.

 

Finding partners to build the idea

Once I believed the idea was validated (it was not), I started to scramble to find a way to make the product. I spoke with tons of developers, but my persuasion skills were not impressive enough. I got none. Then an old friend, which founded a million startups, told me he was interested and he knew a guy who was a developer.

Things moved pretty fast, and in no time we were 4 partners: me, the developer, my old friend (background in finance and marketing) and the brother of the developer (background in marketing). And when I say pretty fast, the whole thing literally happened over a cup of coffee, the first time I met the 2 brothers. I needed a developer, I ended up with a developer and 2 business guys. BUT the 2 business guys were also responsible for financing the project.

There are so many lessons to be learned from this and so many stupid mistakes.

Founder roles and expectations. Conflict and disagreement arrived early, because expectations of work and founder roles were not agreed upon and everyone had a different idea about their share of the load:

  • The developer had no intention of being the project’s developer (?) he was not really a developer, he was a computer science graduate who owned a webdev shop and was used to managing, not coding.
  • Everyone but me had other businesses, so time was constantly an issue and deliverables just didn’t happen timely (which is pretty essential for a fast moving startup).
  • Since we were 3 business people, we spent all this time into idiot plans, budget forecasts, BUSINESS CARDS, fancy website… all useless things which in the end did not contribute to anything.

The result of this was that in the end we had to hire a full-time (and paid) developer. So we had zero revenue, 4 co-founders and a paid employee (which was effectively the only one doing real work).

Must I tell you that this was a disaster?

The first partner left the company a few months in. The 2nd one year after. And finally we ended our run after 2 years of zero paying customers.

Learning: I believe a company is the closest to marriage with kids among parents who (probably) don’t have sex or have any sort of romantic love for each other. If marriage with sex and love is already tough, imagine now without any of those things. I should have been much more careful with who to bring in the company. And, if I was convinced of their value, I should have agreed really really well what was expected from each partner.

Never underestimate expectations.

 

By this time what is really import to hammer through your head is that building the product at this point was a mistake (it was not validated, we needed to speak to prospects). But I made more mistakes which are meaningful:

 

Finding a painful problem

Literally 100% of the feedback I got from free trial users was that Teamometer was useful and it helped them discover the issues in their team and tackle them. That was exactly what the tool should do, great! So what is the explanation for exactly 0% conversion rate from free trial to paid customers? Why were we not able to sell it?

Simply put, because we didn’t have a painful enough problem.

If a company stops invoicing, they will immediately feel the pain. If a company stops managing well their teams, it can take as much as 1 year for people to realize there is something wrong – and they won’t know what is wrong. Maybe some people will leave, but it is easy to put the blame on the employee or the market.

It is possible to sell soda in the desert (nice to have), but it is much easier to sell water (must have).

 

(Don’t) multiply big numbers

Multiply $30 times 1.000 clients times 24 months. WOW, we will be rich!

Oh, silly you, you have no idea how hard it is to get 1.000 clients paying anything monthly for 24 months. Here is my advice: get your first client. Then get your first 10. Then get more and more.

Until you have your first 10 clients, you have proved nothing, only that you can multiply numbers.

 

Forget business cards

…and all the crap about registering company, etc etc etc. While you have no sales (product validation), you should not invest in such gimmicks that only distract from the main goal, which is to find a repeatable business model.

 

SEO and social media bullshit

Related to the above: I wrote a damn article every effing day. It made us jump to the first page of Google in several important keywords. How did that translate to sales? Zero.

So the lesson is (unless your product is a multi-sided business like Facebook, where users are not paying customers) do not invest time and money to get more traffic. If you do, make sure to TALK to those people, because validating the product is more important than vanity metrics like how many likes you got on Facebook.

 

If there is just one thing you should learn, it is: Just speak to prospects and extract their pain, then sell the painkiller (before building the product). If they are willing to buy, do take their money and invest that money into building the product.

108 Comments

  1. greatspeak…. loved the sincerity of it. keep at it. You are doing it all correct, its just the matter of time and things will start clicking. Good Luck

    • Good question. I am learning how to code (so I don’t need a developer in the beginning and because it is fun) and I am currently interviewing wedding photographers about their pains running a business. If I find something worthy (and that they pay me to build), I am going to do that.

      This is the entrepreneur in me speaking, but I am seriously considering getting a job too, since money is useful for surviving. :)

          • I can only speak for myself, but a prerequisite in attracting developers is demonstrating your own engineering savvy. I don’t want to work for someone whose grasp of technical needs is off by an order of magnitude. Show that you understand what you’re trying to build and that you respect the challenges involved. From this position it should be easier to find developers who are excited about your project!

          • Well I’ve built a business out of solving this one with StarterSquad. It’s a painful problem you see :).

            What Matt says is also very true. You need to know what you’re talking about technically so you don’t get the wrong devs on board.

          • It’s hard to learn to code overnight. Or in a year. Or two years. As a designer who also codes, I wish you the best of luck. Like everything else, I wish I knew now what I did 2 years ago— but that’s unfair as it takes 2 years to learn as with your entrepreneurial experience. What’s important is keep learning.

            As you expressed, everything is a learning experience as long as you allow it.

  2. A helpful, honest sharing. I appreciated it, as I’m sure many fellow founders would. All the best in the new year!

  3. Sergio, as someone who covers startups – I think the startup might have failed as a business venture but you certainly took out invaluable insights from the experience. You are one step closer, stay at it!

  4. I am in a kind of similar situation. Sparing the details for the moment, post-mortems like this are really invaluable. It is also very difficult to write them since you are living again bad moments, which in my opinion it is why they are so scarce. I think that I owe to people like you, to write a similar post…

    • Being honest, if you think your idea is invaluable – it is invaluable for 100%.

      I can’t understand how Sergio spent 2 years on this, when just a couple of conversations with real managers would say they won’t ever use it.

      Respect your time – better spend 2 years living in Thailand…

      • “When just a couple conversation with real managers would say they wouldn’t ever use it”
        Do you realize how your sentence makes total non sense? :)

        First, I really wonder what “real managers” are, that’s a very good thing to start with, because, I really have no clue what that means to you.

        Second, his app, was designed for…. Especially the”other” managers, so asking “real managers” in your case, I think would be pretty much like asking to a fitness pro if he woul buy your full of fat hot dogs… They don’t need or want it, so they can’t really get the market. (Some can for sure, but you try to SELL to someone who eventually BUYS, and the “real manager” -if we have the same definition- don’t need that tool.) (btw maybe they would need it to even better manage their team but anyway ;) )

        Third, “just a couple conversations” … Lol, you obviously are the type of person who give up really quickly I guess. Which is the total opposite of entrepreneur. PERSISTANCE.

        I don’t say being stubborn, I just rationalize on your comment with “couple conversations”.

        It’s always easy to judge looking backwards, on work that has been DONE. At the end, you never really know until you either succeed or decide to close the startup. So let these simple comments for those who never built anything … Here you talk about someone who dedicated 2 years to something which mattered to him, and more than that, he SHARES insights so that people won’t do the same mistakes… Wake up my friend, this guy is a success in his own failure. (Btw, what means failure? Really depends on the way we see the WHOLE experience… :) )

        I was just passing through, and landed here, and I must say this article is great. Then I read the comments and… I smiled at yours for its full of judgmental considerations, even 3 sentences long.

        No animosity here, just wanted to help you seeing more than one side to a story. Sure it will help you in the future.

        Ps: I have a startup myself and made some of the mistakes here, I think all of us, startup founders, owe each other respect and pride for what we do here and there.

        Sergio Schuler, keep it up bro, you are not alone, u know it, but more than that, u have full support from one entrepreneur from Europe, who knows what it’s like to go through that stuff… ;)
        Keep it touch anytime if you will.

  5. Hey Sergio, what are the next steps to sell and extend your product? I would be more then happy to have a chat with you even if I’m from Belgium (I have 2 companies myself and I think you have an interesting tool). PS: never forget the human factor in all this!

  6. The honesty is the virtue to success. I really like the idea that have opened up to only to tell people what mistakes they shouldn’t repeat while setting up their startup. trust me, it takes weeks, if not months, to get such advices and guidance. I am sure you it is really helpful for all aspiring product guys, startups and entrepreneurs.

      • I think what Amit was trying to say is that it takes weeks/months to get the ADVICE to avoid what I learned in 2 years (if you have the right adviser). So it is a compliment, I am giving it in 10 minutes. ;)

  7. Hi Sergio!

    Your very personal post shows a very fundamental issue with many startups, namely that you can’t base a business on an idea.

    I highly recommend researching customer pain first, before you even know what kind of product you’ll do. You’ll also need to make sure that people that do have these pains are willing to pay.

    Once you’ve identified pains & know that a solution to them is valuable you can take the next step and put up a squeeze page to collect emails; and gather feedback. It’s important to keep in mind that when you talk to people they often don’t tell you what their pains are, but what they think the solution is (which often is not the best choice). Read between the lines and rely more on data gathered elsewhere (Internet forums, comments in competitors blogs, etc.).

    Once you have all that I place you can get people interest by doing content marketing—you’ll get far more quality leads than with ads. And by busy building the most basic bare-bones product you can and ship ship ship.

    Good luck!

  8. Thanks for sharing your experiences, it was an interesting read.
    About your concluding paragraph – how would you take money from your prospects without having a product yet? I mean, what do you tell them they are paying for?
    If you present it as an investment in a future product, I assume considerably less people will be willing to risk their money.

    • Hey Eyal, I will write a post about it (subscribe if you want to receive). But in short, if you are solving a real pain for a business, something that will save them a lot of real money or get them get more money, the question THEY should be asking is “when can I get it?” Your job is manage expectations, something like:

      “I will build it and it will take X time to deliver a basic first version. I will charge Y for it monthly, which we already agree is way less than what you will gain from it. Here is the deal, I am offering you a limited founders account, you will get 10% off this price for life and even if we raise our prices, your will always be the same. For that, I just need you to give 6 months of fees in advance, which will count for your first 6 months using the product when I deliver it in X time.”

      If they really want your product, they will go for it.

      • Thanks for sharing your story Sergio. Great insights there.

        Confirmation Bias is a real danger for starting businesses.

        About how to start a product taking customer’s money in advance.. the blueprints of what you said there is good, makes sense, but customers will give you money on those terms PLUS only if they already trust you can deliver.

        So it’s either you can prove you could deliver (show credibility support) or their pain is so hard that they´ll overlook that due to desperation

    • Although if they are actually willing to give you money that’s not a bad thing, you could always get them to the last step of Checkout and say “We are currently in development phase for this project. We will contact you when there is an Early Access Beta available for you to try out.” This way it’s easier to manage expectations, and you don’t have to worry about having a method to process payments before you need it. (Although I suppose paypal is easy enough)

  9. Awesome post, and a very appropriate thing to be reading as I enter 2014. Thanks so much for the candid story and excellent insights. You’re clearly going to be a seasoned entrepreneur in your next venture :)

  10. great man!… you are on the right track… I am a ruby on rails dev, if you happen to need one another time let me know I could join you, or fix you with someone up.

  11. Awesome and candid Sergio. You have inspired me to blog about my own product failures. Im a developer which means failed but just in a different way. Everytime I fail a little less though.

  12. Hi Sergio

    1) When you say “talk” to those people who’ve shown interest … how do you initiate and maintain a convo. with them, assuming they are halfway across the world and don’t know who you are?

    2)I’ve been building a large, complex piece of software (MVP is still complex…it’s for finances) for the past few months on the basis of 6 local companies wanting to use it and pay for it. I’ve assumed that was my green light. Was I wrong? Should I be using AdWords and trying to get leads from the web?

    • Hey James:

      1) I will write a post about this (subscribe to check), but in short: email the right person, if you don’t get a response, call them. If they have gate keepers who ask you what do you want, just tell it is a follow up of an email you sent the person. This usually works.

      2) I can’t really say you are right or wrong, but it seems you have 6 companies ready to give you cash, so this should be good. Even better being local, so you can speak to them to guide your efforts. Why don’t you get their money before with a discount price only available to them?

  13. I really appreciated this story. Too often we see the stories of “how I succeeded”, “how I sold my company”, etc. – people like to brag about those things. But the story that’s a lot more relevant to everyone is what’s been learned from failure. We all fail every day; it’s important to learn from those mistakes. You’ve done a great job of articulating that sentiment!

  14. Thank you for sharing your experience Sergio, This certainly put a lot of things into perspective for me. I find myself in a pretty similar developer quandary (they are certainly hard to find!). My startups as of now are in the concept phase and i find myself trying to execute all of them – do you have any such experience in trying to nail down one idea out of the numerous ones flying around your head, and then focus on the rest?

    • Different people are different, but I am all in for focusing in one thing and digging deep enough to see if it is worth or not. How to decide? Get the money.

      If one of your ideas gives you 10 paying clients, you have a winner.

  15. The interesting thing I think that is missing from the start of your article, is your idea validation and building what people wanted. It’s not so much what people want, it’s what people will pay for. The easiest way to validate an MVP is see if people will pay you for it before building it. When i launch products, I launch with a sales page only. It isn’t until i have the first customer that i build the product to their spec, and then as higher end customers come in, add the features that i sold at their level.

    A lot of times the product will change during that, but the important part being that even if you have a freemium model or a free account level, you know the product overall is something people will pay for at certain levels.

  16. Thank you for sharing this! It’s got to be difficult to talk about failing with something you’ve invested a large amount of time and money. I appreciate your willingness to be honest and let others learn from experience.

  17. Hi Sergio,

    Thanks for sharing your story. It’s a timely reminder not to get blinded by how wonderful you think your idea is. The only thing that matters is if the customer *pays* for your idea. Any other metric is irrelevant.

    Jason

  18. Sergio,

    Your brutal honesty is a great (although bitter) remedy/vacin to the startup community. Many people enter this world too young and too naive to separate what’s real from what’s cheap talk. Still, entering young and failing is a healthy part of the way to success (it’s a long way to the top if you wanna rock and roll). I hope you get better results next time! People as honest as you do more for the community than “gurus” who promise great success without telling you that failing and foolish mistakes are a normal part of the walk. In business you only need to succeed once to be rich and respected, so failing is no shame but an inescapable reality for the brave ones.

  19. Thanks for the great post. Very articulate and honest! Wish you all success going forward.

    “Until you have your first 10 clients, you have proved nothing, only that you can multiply numbers.” That cracked me up.

  20. I wouldn’t give up on this. Your product is good and useful.

    I’d revisit your sales page because its designed poorly, change pricing up, position the product to different verticals. Not sure but I’ve seen worse apps sell.

    Can I add more questions to my assessment?

    • If you (or someone) wants to buy it, it is up for grabs. I am probably not doing anything with it. :)

      But as a curiosity, what would you change in the pricing page?

      Oh, and you can’t add new questions.

  21. Great post — I wish there was a site where entrepreneurs could share their failure stories. It could save a lot of headache.

    If it is any consolation, I too failed at a startup (actually I failed at two). The first I partnered with someone too fast (a business guy who didn’t share my vision). The second I hired a developer to build a product before talking with customers first (DOH!). I’m currently regrouping for my third effort.

    I hope your next project goes better. Sounds like you’re a smart and hard working guy!

  22. Excellent article Sergio and very humble of you to admit that you had made some wrong assumptions. It looks like your great passion got you part of the way and the lessons you learnt will be gold in your next venture.

  23. You must check out thefoundation.com. These are the exact same mistakes that the folks at the foundation flip and ensure that there are paying customers that are pre-sold to and have money to build the product

    • Yeah, I know The Foundation (and part of my learning is based on their advice). I was not able to afford the new batch they have now. :)

  24. In all sincerity, I think You missed the point of the book as validating mvp means having one in the first place.

    And You actually got a correct sign that there are people who are interested in team management webapp, wow, you had to pay to figure that out? And then after reading a book You got yourself 2 biz guys, and still no product? What were they financing then? And why would You need finance for MVP?

    Your mistake is not not talking to people more, its not building MVP which would would incur month of Your time, and clear result of interest or no interest. Yet You could give it away for free and then charge for additions You build for people who liked MVP.

    You sure You read the Lean Startup Book? Cause thats whole there is about it.

      • I can tell you how NOT to do it. Partnering with someone you just met is the opposite of what you want. I live in Nicaragua, where developers are really rare, but even here I’ve managed to find 2 or 3 who I trust are good enough for a serious project. Come on, you must know at least one person with the required skills

  25. I’ve read a lot of these failed startup stories, but yours is probably the best I’ve read so far. Thanks for having the courage to call yourself a “fool” on the internet – I learned something at your expense today.

  26. Thanks for sharing your experience. I myself found a small startup which works well in small scale. I have failed many times before, and the trick is not how many times you fail, its all about how fact you get up. I am working on a large scale idea which (might) work and disrupt a big industry. I think this is the right time for me to read your post. Let me start the conversation by challenging your process you took in your startup and also challenge the things that you mention what could have done differently. I have a one main question to ask you. You never been the product developer (am I correct ?). All the leads, fancy website, business cards…etc are may be needed, but you didn’t have the product ready, you didn’t spend time developing the product, you had a really good concept and a website and you went marketing trip to sell it and looks like it all went well but you did not build the product. I apologies if you find my comments are offensive, but I just want to get in to the deep truth of what happen to your start up. May be we both can learn things from that. I love the fact that you mention about the painkiller concept, and I think thats correct. I heard this concept from David Kidder couple years ago when he came to give a key note speak at RIT. As an entrepreneur, we need to build the painkillers to real pain. I think if you have done all those things after you have the product ready, you could have different result at the end (at least in my opinion).

    • Nice having you around!

      To answer you: no, no, we made the product. It is there: teamometer.com.

      Besides, I have been developing this assessment framework for about 5 years, when I was working with leadership development for another organization. I used a paper based version in lots of teams and it works. Then later we developed all the screens and what not, then the developer actually developed it.

  27. Great article and so helpful to we entrpreneurs who need to share the love between our battles! I like the comparison of the marriage to the company! Articles like these illustrate why some decisions made in mode of “at a crossroads, gotta pick one” are not as bad as hindsite seems to paint them.

    Even with the experience and lessons described, your courage to try deserves life credit! Thanks for sharing!

  28. Hi Sergio,

    An excellent article with some very clear lessons.

    I see you have read The Lean Startup, but are you also familiar with Steve Blank’s work. Steve was Eric Ries’ tutor and discusses the Customer Development aspects you tripped over. Besides a couple of books on the subject he also has a free online course at https://www.udacity.com/course/ep245 that you might find useful.

    You’ve obviously learnt from your experiences, so I would encourage you to keep trying (and it’s not a failure to do this on a part-time basis whilst getting a paid job to survive on).

    All the best,
    Peter Gross

    • Hi Peter, indeed I read Steve Blank’s work (but recently, a few months ago). Thanks for the free online course link, will definitely check it out. Cheers!

  29. I am so glad I can across this article. Great info, good insights for someone looking to start something on one’s own (like myself). Best of luck to you.

  30. Sorry you had to go through this experience, but it was an entertaining read regardless. I think the best things that many young people can do early in their career is join a startup right off of the bat so they can learn some of these lessons on somebody else’s Satoshi (penny in Bitcoin speak) without risking their own savings. Validating your idea is super important. One good strategy I’ve heard of is to create a landing page and some social media pages, do a little bit of Google advertising and try and use one of the companies listed at [REDACTED] to get some more likes on Facebook, and see how viral the idea and concept is and how enthusiastic they are. But nothing is proven more except when you have an actual paying customer. I’m sure your next venture will be much more successful because you’ve gotten some of the struggles out of the way.

  31. Bravo for your comments. It’s hard (I know from experience) to write these post-mortems, but you do a service to the rest of the community. I wish you luck in your next endeavour. Never stop trying!

  32. It is good that you’re looking at this failure to learn lessons but I think you’re missing one big mistake, that is also the cause of many of things you found. Please accept this comment as constructive criticism. I appreciate the many useful insights in your post.

    You wrote: “Two years ago, on December 2011, I was generating ideas for a business that would help team managers to not suck so much at managing their teams. I came up with this idea because I had some pretty terrible managers in my life. At the same time I worked for about 5 years with leadership development and had some pretty great teams and team experiences.”

    Right from the start, you assume your clients are morons. They suck so much at managing their teams and you know much better because you have worked for 5 years in leadership development.

    If you have this underlying assumption, no wonder that you don’t listen to them when they give you feedback. If you assume instead that they are sensible people who failed despite being somewhat good at what they do, you will have much more success. Some customers surely even had their own internal leadership development efforts, but they still failed. Ask yourself why.

    This underlying assumption stands at the root of other errors you made. “too many managers vs. too few developers”: isn’t that a management mistake in itself? Why were you so blind to it? “I am smart, my clients are morons – so I cannot be doing the management mistakes that I think they would fall into”. A team needs the right mix of skills AND personalities to work, you probably learned this in leadership development but you failed to apply it to your own team. Ask yourself why. (Seriously, dogfood your solutions! You are your own perfect customer here, that’s a great luxury to have for a startup)

    From the tactical point of view, listening to what your customers want to change in your product is essential. It ensure that your company will survive in the short term. BUT, it is not nearly enough.

    From the strategic point of view, a much better question is why they failed. There are reasons why they couldn’t solve their issues on their own. Find them, not just what they would change in your product, and you’d be much better at solving the hard problems.

    Give them something that they can’t do on their own, not just something that they didn’t think about yet. (Worse of all: don’t give them something that they don’t need, but you learned this lesson already)

  33. Excellent paper, congratulations ! As as matter of fact I invested some money and quite a lot of time in a project quite like yours. With results of approximately the same magnitude! BTW, the ration was opposite: good developers, excellent HR consultants in the team, but not one true salesperson. We developed the ultimate HR tool and so far, no one used it (more exactly, no one used it for team management). Basically the same reason: not enough energy spent in looking for the most acute pain of the would-be buyers.

  34. Fantastic article with some really great takeaways. A friend of mine said running a startup is like eating glass & staring into the abyss. My experience was that it was painful and lonely, even when successful. Iteration is how you improve. Best of luck the next time around.

  35. Great article! Insightful to learn of all the false positives of having a good business (e.g. people who sign up but are just “interested” and not willing to pay for the product). These things seem to be like land mines before getting to selling painkillers.

  36. Talent hunting skills? Start a small project, find freelancers…affordable…ask questions, research the answers, learn, learn, learn and ask more questions… emerging countries are a good source of good talented professionals in almost every field…

  37. We have all been through these situations and made the exact same mistakes and then some more. But learnt from it now. Though we read about these mistakes, most tend to make their first hand ones anyways.

    But good luck for the next one.