Some relevant and timeless facts:
- Generating revenue from customers is about more than just creating a great product. You also have to reach lots of customers and convince them of your value. Many naive idealists think only product matters (or should matter), and neglect distribution. But most people eventually come to understand that both are necessary, and that this is practically a law of physics, not something to moralize about. (FWIW JetBrains is quite good generating revenue, and I'm fairly certain their revenue dwarfs that of Cursor and Windsurf.)
- Whoever is paying you is your customer, no matter what alternative word we use for it. If you're an employee, your customer is your "employer." If you're being acquired, your customer is your "acquirer."
- In most cases, acquirers are playing the role of investor. Investors value returns. If you want to provide value for an acquirer, then, you need to convince them of the future value of your business should it be acquired. That's usually best done through growth trajectories.
- It's perfectly valid to continue generating revenue year after year without being acquired for eye-watering sums. It's a waste of your emotional energy to become jealous or indignant when others get acquired or succeed with less work. Good for them, just keep doing you. That also goes for the rest of us in the peanut gallery. We don't need to attack recent successes to defend the honor of our favorite incumbents.
- Generating revenue from customers is about more than just creating a great product. You also have to reach lots of customers and convince them of your value. Many naive idealists think only product matters (or should matter), and neglect distribution. But most people eventually come to understand that both are necessary, and that this is practically a law of physics, not something to moralize about. (FWIW JetBrains is quite good generating revenue, and I'm fairly certain their revenue dwarfs that of Cursor and Windsurf.)
- Whoever is paying you is your customer, no matter what alternative word we use for it. If you're an employee, your customer is your "employer." If you're being acquired, your customer is your "acquirer."
- In most cases, acquirers are playing the role of investor. Investors value returns. If you want to provide value for an acquirer, then, you need to convince them of the future value of your business should it be acquired. That's usually best done through growth trajectories.
- It's perfectly valid to continue generating revenue year after year without being acquired for eye-watering sums. It's a waste of your emotional energy to become jealous or indignant when others get acquired or succeed with less work. Good for them, just keep doing you. That also goes for the rest of us in the peanut gallery. We don't need to attack recent successes to defend the honor of our favorite incumbents.