Matthew Kelly reflects on the limits of "building in public," noting that as his company grows he feels constrained about what he can share (to avoid offending team, customers, or investors). He describes a rapid change over the past nine months from no employees to about 15, calls the new phase "Spacegoods 2.0," and frames the business shift as moving from startup to scale-up with a substantially different role for him.
Basically by default. The most interesting stuff is the stuff you then start to feel like you can't talk about because it might offend either your team, your customers, your investors might come off wrong. I'm in this weird spot where I can't speak about the interest in sh T Even though I reckon some of especially like the whole bench capital stuff. I think I'd have a super interesting perspective on that because no one speaks about it and the people that do speak about it typically have only ever done that. Whereas I come from like bootstrapped chad dropshipping background. But I guess the main difference has been basically gone from having like no employees to having like 15 employees in pretty much like the past nine months either by in housing things that were agencies or just by hiring more people. And now the business is at a point now it's like good and bad and I actually coined it like Spacegoods 2.0. It feels like the next chapter we've gone from being a startup to a scale up and I suddenly feel like my role should and is very different than it was, should be and is very different than it was before.
