There was one blocker: me. The night before, one of our angel investors, Dave Roux, had told me he thought our pricing was all wrong. "Think about the last time you bought a used car — one that cost less than $10,000. Now, think about the guy who sold it to you. That's who your salespeople will be. That's who'll represent you in the market." I knew in my gut Dave was right, but I couldn't go to my sales team or my board and change everything just based on a gut feeling. I needed to sit down and do some analysis — fast. I'd cleared my calendar of meetings for the morning so I could do just that.