ChristianBuilding0xi

Running a B2B stablecoin payment business is really a dirty and tiring job. The most difficult part is building the BD and sales teams. Traditional payment companies transitioning into this space need to spend time learning and establishing customer relationships; those who have been in the industry for many years generally have well-educated clients, but the quality is mixed. Large-scale funds mainly care about licensing capabilities, channel stability, and fee rates. The level of internal competition is basically no different from running an exchange.
Instead of stubbornly competing internal

Just logged into @friendtech, checked that I still have 3 million $friend tokens. At its peak, the value was over seven million USD.
One-click sell, sold for over ten thousand USD, which is also keeping my promise and holding on as a diamond hand until the end.
Of course, there are countless NFTs that have gone to zero, still sitting in wallets today. An era has come to an end, and a new era is just beginning.

I counted, and with only a few engineers, we delivered a total of 33 new features in Q1. First, kudos to the product and engineering team for their excellent execution, and also thanks to the era of Vibe Coding, which truly shortened the cycle from idea proposal to production-level implementation to weekly intervals.
Q2 will bring an even more exciting journey. On one hand, we need to further refine and become truly competitive; on the other hand, we look forward to launching "The World’s First AI CFO."

Based on our actual customer experiences and analysis, let's briefly explain the success rate and conversion rate of stablecoin payment acceptance, as this directly impacts your revenue.
Many crypto founders previously didn't have a clear understanding of payment channels, thinking that payments could be received through on-chain wallets and smart contracts. That's not wrong—many wallets are quite well-developed. However, the reality is that most consumers are still manually transferring funds.
While the success rate of crypto settlements is technically 100%—since traditional credit card charg

In middle age, the only consumer products that still evoke excitement are Vuori, Rimova, and On.
The only digital devices left are Oura 4 and the vase B&O.

From observation, regardless of the position, a colleague's understanding of their company's products within the first two weeks of onboarding essentially determines their ceiling.
Of course, this doesn't mean that lack of expertise is a disqualifier, but most colleagues who have a thorough understanding tend to perform very well in subsequent work processes.

Building a product is one thing, but figuring out how to effectively communicate each specific module and update to customers is another matter entirely.
Growth and sales essentially come down to doing this one thing. Now we're discovering that even synchronizing this information perfectly across every member of the internal team is challenging, let alone distributing it to corresponding audiences worldwide.
We need to continuously explore how to achieve our goals through AI and automation at the lowest possible cost.

If a founder discovers that AI tools can replace the interaction work of designers or product managers, the first instinct shouldn't be "now we can cut headcount." It should be "our current team members aren't strong enough."
My current workflow: AI tools generate an interactive prototype that looks pretty good. I spend a few hours refining it, think it's solid, then hand it off to the designer.
Two days later, I see the final product and think it's incredible.
The difference between excellent and mediocre products is just that 10%.

Infini's VIP system and Referral program are now live!

New users who sign up enjoy a 30-day discounted rate (all existing users have been automatically upgraded as well):
We also welcome you to invite friends or clients through your personal referral link and earn up to 30% commission.

Mediocre sales: Go out to find customers to sell the product. Customers are picky. Come back and report to the team that the product is incomplete and won't sell.
Better sales: Still won't sell, but already has thought through solutions and recommendations.
Top sales: Provide solutions and make decisions on the spot, and emphasize closing the deal by infinitely amplifying other advantages.

Infini now supports subscription management for corporate cards.
With many team members, it's hard to keep track of which SaaS subscriptions everyone has signed up for.
Many software subscriptions go unnoticed until the monthly fee is charged, only to realize you wanted to cancel them long ago.
When you see the bill, you forget where the official website of the software is, wasting time searching for it.
If you're using Infini, none of these issues will bother you anymore.
Save time and money.
Open a card now:

The soul-searching question for payment companies:
Is the channel the product?
Should we focus on channels or on products?
Understanding these two questions determines the development path and ceiling of different teams.

Founder mode is essentially a simple choice: when faced with difficulties, do you choose to solve the problem immediately or pretend you didn't see it / run away? Any employee can have founder mode, but a founder may not necessarily possess it at all. Rational people will make the choice that benefits themselves the most. While a team may desire it, they don't actually need too many people with founder mode. In the future, ten such individuals could definitely build a unicorn company.