We didn’t have perfect data that we’d succeed. No amount of research or delayed intuition will ever guarantee that. We probably had 40–50 percent of the risks of starting this company identified, with ideas for how to mitigate them. But there were still vast, yawning unknowns before us. In the end, even with all our hard work and preparation, this was an opinion-driven decision. [See also: Chapter 2.2: Data Versus Opinion.] So we went with our gut. It felt scary as hell, but it also felt right.
