In fact, the whole idea for Airbook started with the problems that Vishal and I faced personally while leading data teams at SaaS startups.
We were in the trenches, trying to pull data from multiple sources, build insights that spanned those sources, and present those insights in a way that made sense to leadership.
We’d put together nice-looking dashboards, but they were always one step behind the data because of how clunky the tools were.
It felt like the Wild West—a bunch of scattered tools and manual processes just to get some basic numbers together.
Every time, we had to jump between different platforms, reformat data, redo the same work over and over again.
It was messy. It was frustrating. Not only for us but also for the ones waiting for insights to be able to make decisions.
And it was slowing down the decisions that needed to be made to drive growth.
That’s where the idea for Airbook came from. We knew there had to be a better way, so we set out to build it.
The initial vision was simple: create a tool that pulls data from multiple sources, builds insights seamlessly across those sources with or without code, and presents everything in clear, customizable dashboards.
And making this whole experience less scary and more collaborative, easy to build insights together and confidently.
Airbook was designed to be the tool we wished we’d had back when we were leading data teams.
Now, we’re using Airbook ourselves. And honestly, that’s one of the coolest parts of the journey—because we’re solving the exact problems we struggled with before.
As our own Customer Zero, we track everything inside Airbook.
By using Airbook internally, we stay on top of our metrics without the hassle of bouncing between platforms.
We’re able to make data-driven decisions faster and more efficiently.
Of course, using Airbook day in and day out also helps us spot areas where we can improve the product.
Because we’re living the same experience as our customers, we’re quick to find points of frustration—whether it’s a bug in the dashboard, a feature that doesn’t quite work the way we want it to, or a missing integration.
We meet regularly as a team to discuss these pain points and figure out how to make the product better, not just for us, but for every user out there.
Every frustration we solve for ourselves is one less frustration for our customers.
As startup founders, we’re not just building products—we’re shaping the culture of how those products are used, both inside and outside the company.
And if you want your team to deeply believe in the value of what you’re creating, it has to start at the very top.
When founders and leadership actively use the product, it sets a powerful example for the entire company.
It shows that you’re not just selling something—you believe in it. You’re eating your own dog food because you know firsthand that it solves real problems.
Here’s how to foster a culture where everyone from the top down is using, testing, and improving your product.
To get the whole company involved, you need to make using the product part of the company’s DNA.
This culture doesn’t just happen overnight—it needs to be intentionally cultivated.
When you get multiple teams across the company using the product, you see it from all angles. Sales might use it differently than marketing. The engineering team might have a completely different perspective than customer success.
That cross-functional engagement gives your team invaluable insights into how well the product serves various needs.
When everyone has a vested interest in making the product better, it drives a deeper connection to the company’s mission.
Using your product internally gives you a continuous source of feedback.
And that means you’re always testing, tweaking, and improving.
This cycle of constant iteration becomes part of your company’s daily rhythm.
It’s not just about finding bugs—it’s about anticipating where the product can improve before customers even notice.
