Yup! We’re just one link in the chain (bands, tapers, archivists, & the listeners), but I appreciate the sentiment. Alec and I have been running Relisten for over a decade and we’ve put a lot of work into it these past few years.
Unfortunately even if you pick nominally-equal-width glyphs, on the web you can still get screwed over by font substitution/fallback done by the browser.
I agree with you that we should care more about resource usage, but it's a false comparison. Backend devs control where their code runs, frontend devs don't.
You can make more precise decisions when you have complete control over the environment. When you don't, you have to make trade-offs. In this case, universality (electron and javascript) for higher RAM usage. It doesn't seem to have slowed Discord's adoption rate.
Even if they built their desktops apps in native code and UI, they'd have to build a JS website in parallel.
Thanks for being so transparent. As a fellow solo bootstrapper, I think the thing people most often misunderstand is the relative inconsistency (income, "wins", the camaraderie, etc.) so it's nice for you to bare all.
That being said, you do get the consistency of independence and autonomy. As I watch my peers deal with crappy work environments, losing their jobs, and other bullshit, I just keep chugging along: self-directed and happy to not have to answer to anyone.
I've found it tough to talk about being a solo bootstrapper though. People don't seem all that interested in it until you catch them in the right light or perspective. Mostly they just care to know how much money you make (which to me ends up being rather shallow), or they can't relate to the process since it's so divorced from the traditional path. I mostly just keep my head down and keep working, since that's what I enjoy the most.
> Thanks for being so transparent. As a fellow solo bootstrapper, I think the thing people most often misunderstand is the relative inconsistency (income, "wins", the camaraderie, etc.) so it's nice for you to bare all.
> That being said, you do get the consistency of independence and autonomy. As I watch my peers deal with crappy work environments, losing their jobs, and other bullshit, I just keep chugging along: self-directed and happy to not have to answer to anyone.
Yes, I completely agree.
Bootstrapping, you realize that employment smooths out a lot of issues for you. Like if you're sick for two weeks as an employee, maybe it hurts your OKRs, but you'll be fine. If you're sick for two weeks as a solo founder, that can be catastrophic. And if you need to do something like take parental leave for six months, the company can't just continue on without you like it could if you worked for a large company.
But as you said, you get the consistency of being your own boss and directing your own time, which more than makes up for it for me.
Yup, I always say – the hardest part of my job is that if I don't do it, nothing gets done. That copy error on the website. That minor bug. We take for granted the velocity we get by having colleagues. If I get lazy, everything grinds to a halt. And those little nits add up. But I strongly agree it's all worth it.
Can I ask you if you consider that AI changes anything about that? Since I'm embarking on the same boat, my dream is a team of AI which supports and ensures business continuity while Im on vacation or "OOO" otherwise.
If we get to the point that AI can run a complete business unencumbered then the world looks very different. At this time, I have very little confidence that AI today can operate my business untouched while OOO. Nor would I want it to. I enjoy my work and I don't trust AI to run amuck with the valuable asset that is my business.
But it certainly has helped me gain velocity working alone. My business is very hands off after ten years of automating most things and cleaning up the hot paths. Things break, but usually due to external factors that have nothing to do with me. A few support emails and hands-off monitoring is hardly a deal-breaker for me on vacation. I'm not entirely sure why zero-effort is a goal, when you can genuinely attain a 5-hour work week today.
AI is really just a tool and there's a lot of incremental room between "helpful" and "totally autonomous". This calculus could all change one day, but it's not a personal desire of mine.
Even Anthropic consistently says their own AI can't help with meaningful work in their own corporation. Any person that tells you it can is overhyping it. Probably to sell you something.
Most people start side-businesses for tax reasons, and those that seek others to solve their problems for them... usually don't last long in business.
I've witnessed many firms run the gauntlet with varying levels of success, and would suggest the following:
1. sell what the customer already wants, as people with loss aversion stick with what they already know.
2. sell what makes customers feel good buying, and reward them with actual functional utility in their life
3. Never compete, focus on service with a novel niche product. Stupid people by their nature destroy everything around them regardless of long term benefit.
4. Never hire people unless absolutely necessary, and contract with tax responsibility clauses when possible.
5. Never buy equipment unless absolutely necessary, or lease when possible
6. Never enter legal or subscription agreements even with your own legal specialists feedback
7. Never become a poser burning $170k/month on labor in a vestigial office
8. Position your firm to leverage tax and grant programs
9. Stay quiet (especially online in a sea of cons), and only talk about the distant past when people try to goad you into telling them how you make revenue
10. Avoid bums in suits as many are dangerous well practiced thieves. Never let technical staff talk with the customers, or vendors. Some people go crazy when they see a bit of money, and do not behave rationally.
11. There must only be 1 president, and all agreements must be in contract form.
12. Never risk more than 15% of annual revenue on ANY deal. Customers lie and disappear on rare occasion... Large firms can grab your firm like a dog with a rag doll, and may still stiff you on the contract knowing the legal and fiscal power asymmetry
13. Chasing customers means your business model still needs work. If people are happy with what you are providing, than growth should naturally happen every year
14. Go to trade shows to see what other people are selling, and ask yourself what else does the customer need
15. Cash is king, as long as the money flows most other problems are irrelevant
Thanks for sharing. Would you mind expanding on a few points?
> 2. sell what makes customers feel good buying
What did you have in mind? What would make a purchase feel good or bad for a customer?
> 3. Never compete, focus on service with a novel niche product. Stupid people by their nature destroy everything around them regardless of long term benefit.
I'm not sure how the second sentence connects to the first - could you clarify what you mean there?
> 9. Stay quiet (especially online in a sea of cons), and only talk about the distant past when people try to goad you into telling them how you make revenue
You mean staying quiet about the specifics of your current products and strategy, as opposed to sharing general advice like here, right?
> Never let technical staff talk with the customers, or vendors.
Some people do that but it is more of a choice than you might expect. For most of the twenty six years I was doing it I rarely worked more than three or four hours a day.
I get exactly what you are saying, but honestly man freedom is the best. I’m so happy every day as long as I have my computer an can work on taking over the world. Every day feels like school holidays to me
It really depends on what you want to do. By the nature of being self-directed, you elect what roles you want to play. I personally don't love the marketing and sales cycles, so my current business is B2C and I don't do any marketing.
Almost all growth was done via word of mouth. There are business models whose network effects lean in this direction. In order to use my product, you must bring along peers so it's inherently 'viral'. I fell into this by accident rather than by some grand design, but it became obvious to me after I saw it happen. Design a business in which the flywheel can spin without you, if you don't want to spend your time marketing.
My next business that I'm working on is B2B, so I'll have to have a much stronger handle on marketing and sales. But I'm more ready for that now, after a decade of running a B2C business.
In general, most firms form relationships with marketing lead generation companies. i.e. you pay for customers interested in buying something, and pay a reward if a sale is made.
Don't bother spamming with FAANG, as the conversion rates are still hypothetical for many. Go to trade shows, and note how sales people operate with the public... hint, the big deals are never done on the floor area.
The sales conversion rates and tax postures will determine if this type of business is viable in your area. =3
> I've found it tough to talk about being a solo bootstrapper though. People don't seem all that interested in it [...]
I think you've hit the nail on the head (solo bootstrapper here): People are not interested because A) it's not about them, it's about you, B) it sounds somewhat scary, C) it sounds completely detached from their reality of corporate jobs, and finally D) it's scary because your life might be "better" than theirs.
I don't tell people about my work anymore, and almost nobody ever asks, except for other entrepreneurs/bootstrappers.
I was evaluating it recently but it's not FOSS, so buyer beware. I'm totally fine with commercialization, but I hesitate to build on top of data stores with no escape hatches or maintenance plans–especially when they're venture backed. It is self-hostable, but not OSS.
I’ve had a lot of success rendering svg charts via Airbnb’s visx on top of React Server Components, then sprinkling in interactivity with client components. Worth looking into if you want that balance.
It’s more low level than a full charting library, but most of it can run natively on the server with zero config.
I’ve always found performance to be kind of a drag with server side dom implementations.
If you have a lot of pages, AI bots will scrape every single one on a loop - wiki's generally don't have anywhere near the number of pages as an incremented entity primary id. I have a few million pages on a tiny website and it gets hammered by AI bots all day long. I can handle it, but it's a nuisance and they're basically just scraping garbage (statistics pages of historical matches or user pages that have essentially no content).
Many of them don't even self-identify and end up scraping with shrouded user-agents or via bot-farms. I've had to block entire ASNs just to tone it down. It also hurts good-faith actors who genuinely want to build on top of our APIs because I have to block some cloud providers.
I would guess that I'm getting anywhere from 10-25 AI bot requests (maybe more) per real user request - and at scale that ends up being quite a lot. I route bot traffic to separate pods just so it doesn't hinder my real users' experience[0]. Keep in mind that they're hitting deeply cold links so caching doesn't do a whole lot here.
[0] this was more of a fun experiment than anything explicitly necessary, but it's proven useful in ways I didn't anticipate
How many requests per second do you get? I also see a lot of bot traffic but nowhere near to hit the servers significantly, and i render most stuff on the server directly.
Around a hundred per second at peak. Even though my server can handle it just fine, it muddies up the logs and observability for something I genuinely do not care about at all. I only care about seeing real users' experience. It's just noise.
I don’t understand this conclusion. Why shouldn’t it be a business? Doesn’t it create value? Hasn’t the nature of being a business led to far more maturity and growth in a FOSS offering than if it had been a side project? Just because it can’t afford 8 full time salaries now doesn’t declare it a failure. Your conclusion is that value should be created without any capture.
It wasn’t venture scale and never intended to be venture scale. By any metric you have, it’s a very successful business and has made its creators independent and wealthy as you pointed out.
I agree this is your worldview warping your perception. But I’d argue we need far more tailwinds and far less whatever else is going on. It captured millions in value - but it generated tens, or hundreds of millions, or more. And essentially gave it away for free.
I think a better conclusion is that it’s a flawed business model. In which case, I’d agree - this didn’t come out of nowhere. The product created (TailwindUI) was divorced from the value created (tailwindcss). Perhaps there was a better way to align the two. But they should be celebrated for not squeezing the ecosystem, not vilified. Our society has somewhat perverse incentives.
Fellow bootstrapper checking in. Made an ardent but delicate decision in 2015 not to raise money and ten years later I'm chugging along full-time on my business. Infinitely glad to have chosen this path. It was the right one for me.
Same, I learned to code to build software for my business. I turned it into a SaaS and turned down investment because my original business was already profitable and making the SaaS better was making the business better.
This is why I trust software made by people who come from that industry or have some background. I’ve seen too many startups where the founders are fresh out of college and have never worked in that niche and have never been in the shoes of the people they are trying to sell to. To me, that just means they are trying to get big and get acquired, I’m just a means to that end.
Had to give the Dead a little nod here
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