How do you find your first customers? It’s a question first-time founders are often flummoxed by. But Keith Krach has developed a tried-and-true strategy—starting during his days at Ariba (which sold for billions), and extending into his current time as chairman of Docusign. In this special live edition of Problem Solvers, taped at Entrepreneur Live in Los Angeles, Keith explains how to turn a company’s first customers into valuable ambassadors. (This episode originally aired 2/26/18. At the end, we catch up with Keith for an update in 2019.)

How do you turn a great idea into a great business? It’s an infinitely complex question. You have to build an infrastructure around that idea -- one that amplifies it and makes it compelling enough for someone to pay for. On this episode, we learn how Brian Kelly did just that. He turned a grueling side hustle into The Points Guy, which is now arguably the most well-recognized and influential site in the credit card world. It time, grit, and a lot of failure -- but that’s the real a recipe for success. (This episode is a replay, and originally aired 8/28/17. An update from 2019 is included at the end.)

What’s it like when your company goes viral? Take it from Kristen Tomlan, the founder and CEO of a viral cookie dough company called DŌ: “It’s terrifying.” And exhausting. And it exacerbated every weakness in her business, including staffing, supply and production. We learn how she fixed it, and harnessed the kind of huge opportunity that may have sunk others.

There are a lot of Uber-like startups out there—companies that connect customers with some set of service providers, such as cleaners, lawn care pros, or, in the case of Storyhunter, companies looking for video freelancers. But these companies all face the same danger: They're at risk of disintermediation, or being cut out of the deal. (After all, if you're a consumer and find a great cleaner through a startup, why keep using the startup? Why not work with the cleaner directly?) This is the problem Storyhunter faced, and solved. Its solution: Understand its users, and then become incredibly valuable to them in every way possible. (Original air date: 7/31/17)

IAC CEO Joey Levin told Problem Solvers host Jason Feifer that everyone -- everyone, at every level! -- feels like they're making things up as they go. On this episode, Jason dives deeper into that idea. At times when you feel intimidated, or worry you're not up to the task, or feel at a loss for the right answer, let this be your guide: It’s knowing that in actuality, nobody inherently belongs. Nobody is ready from the start. Nobody has the answer already prepared. And nobody sees you as an impostor any more than they see themselves that way.

Lauren Berger was like many solopreneurs: She'd built a one-person business called Intern Queen, and it made her a good amount of money. But it wasn't scaleable. She could only do so much. In this episode, we learn how Lauren ultimately transformed her one-woman shop into a company that can scale... and in the process, discovered a new line of work that now makes up 90% of her revenue.

In 2015, Carrie Sheffield founded a live-streaming news service called BOLD. Two years later, a pair of gigantic public media companies announced that they, too, would be launching a live-streaming news service called BOLD. In this episode, we follow what happened next... and turn to an IP lawyer to help us make sense of it all.

When the home security company SimpliSafe launched, it marketed itself entirely towards renters. After all, they were an underserved marketplace—no other home security system was made for people who rent apartments. But SimpliSafe wasn't growing as fast as its founders expected, so it dug into its customer data and discovered something surprising: Half its customers were home-owners, the people it explicitly wasn't trying to reach. Now it had a big decision to make: Does SimpliSafe keep going with renters, or change everything (including its product!) to court this new marketplace of customers?

Andy Monfried's company Lotame was thriving, but he saw trouble on the horizon: His industry was changing. Lotame was a major player in the complicated world of digital advertising, and although there was plenty of growth still to be had and plenty of money still to be made, Andy knew that his company's long-term future was going to be rocky. So he made a difficult, gut-wrenching decision. Rather than wait for the decline to come, he was going to shut down a major portion of his company now—sacrificing $30 million in revenue!—and rebuild it as a different company whose future looked brighter. This is the story of how he took such a big risk, and why it paid off.

Every entrepreneur struggles to manage their time, and Gen. Stanley McChrystal (Ret.) knows that challenge especially well. He previously commanded U.S. forces in Afghanistan, and now oversees a 90-person consultancy called the McChrystal Group. How does a guy this busy keep on schedule? In this episode, we learn how McChrystal uses a calendar with the level of rigor only a former military general would think of.

When Joshua Tetrick founded his plant-based food company JUST, his goal was to disrupt the entire food industry—and to do that, he decided, he'd hire industry outsiders. He didn't want people with lots of food-industry experience, who'd just carry all the marketplace's old assumptions with them! But then his company began having massive problems, and losing massive amounts of money. And Joshua came to a realization: He was totally wrong about who to hire.

In this special episode, host Jason Feifer gets personal. Whenever he tells people that he wrote a novel (Mr. Nice Guy) with his wife, their reaction is always the same: "You're still married!?" To celebrate the release of the book, Jason and his wife Jennifer Miller talk about how they built a healthy working relationship while also strengthening their marriage, and what it takes for everyone else to do the same.

When Ari and Gavi started Indiewalls, a company that wanted to manage sales of art on cafe walls, they hadn't fully thought through just how difficult it would be. But that turned out to be for the better: Because they were willing to dive into this crazy industry, they were able to meet people who wanted art, understand the marketplace, and then transform into an entirely different company. This is the story of how they began with an idea that didn't work, and pivoted into one that does.

Millions of people know Nicole Arbour as a comedian, actor, model, YouTube celebrity, and Instagram influencer—but until recently, she was afraid to reveal another side to her: Years ago, a car accident had left her with chronic, debilitating pain. She worried that if people knew, they wouldn’t want to work with her. Or, she feared, she’d become defined by her disability. But now she’s talking. This is the story of how Nicole learned to cope with the pain, surround herself with positivity, launch a new career, and be funnier and more popular than ever.

Sometimes, the simplest ideas turn out to be the hardest. That was the case at Dunkin' Donuts, where the company wanted to eliminate its Styrofoam cups and replace them with something more environmentally friendly. They thought it would be easy -- but the change took 10 years, countless prototyes, meetings with competitors, and a deep study of how people hold cups. This is the inside story of that quest, and how Dunkin' finally got it right.

Here at Entrepreneur magazine, we hear a lot of stories about how entrepreneurs founded their companies. Many tend to follow a similar format. Someone has an idea. They take a bold risk to make it a reality, often sacrificing a fair amount of time, money, and relationships in the process. They become incredibly resourceful. They outsmart their competition. And at some point... they lie. It's so common to hear about an entrepreneur's lie -- to win over a first client, say, or to bring in resources when they're needed the most -- that we forget to pause and ask: Where's the line? On this episode, we consider the question with the cofounder of Stonyfield Yogurt, who saved his company in its early days with a particularly clever and daring bend of the truth.

When Matt Bodnar became CEO of Fresh Technologies, he took over a failing company and saved it from disaster. That felt great. Then he hit a wall: He couldn’t seem to get this company to grow, or to fix its internal culture. He began suffering from self-doubt. He’d always wanted to be a CEO, and he initially seemed good at it, but now here he was… failing! After a lot of soul-searching, Matt came to an important realization: He needed to identify what he was good at, and then use those strengths. And that meant no longer being a CEO. In this episode, we explore how Matt came to that conclusion -- and why it supercharged his career.

Just Between Friends is a nationwide franchise that runs consignment events. About a decade ago, it experienced a crazy jolt: It sold more franchise units than it ever had... and that fast growth nearly bankrupted the company. Why? Because here’s the difficult truth about growing a business: Not all growth is equal. Sometimes, growth in one part of your business can harm another part of your business. So to fix the problem, Just Between Friends had to hit pause and consider some very important questions: What’s the right way to grow? And what does it really take to get there?

Mike McDerment saw the future, and it wasn’t bright. His accounting and invoicing company, Freshbooks, was doing well with customers -- but behind the scenes, its software code was a mess and it wasn’t able to innovate as quickly as it needed to. But fixing this problem was tricky. If he ordered his team to hit pause and fix the code, years could go by and Freshbooks would lose ground to its competitors. And if his team did manage to create a better Freshbooks in the process, customers might be annoyed by the sudden change. So his solution was radical: He launched a competitor to his own company.

Raquel Tavares, founder and CEO of a ghee company called Fourth & Heart, had just finished raising a round of funding -- and then her team looked at the company's numbers and realized they were almost out of money. How did this happen? The answer is simple: The company wasn't properly tracking its inventory and cost of raw materials, and now it was in a terrible bind. What does an entrepreneur do in a situation like this? Raquel is here with an incredible answer: Not only can you survive a problem like this, but you can even thrive because of it. But you’ve got to be nimble, humble, willing to make a lot of changes, and able to stomach a lot of hard conversations.

It's perhaps the most terrifying situation an entrepreneur can face: Suddenly, the bank account is nearly empty. You can't pay your staff. You can barely keep the lights on. What now? This is what Saima Khan faced with her high-end cooking company Hampstead Kitchen. She charges a small fortune to cook intimate dinners for industry titans, celebrities, and even world leaders—but then a change in the tax law nearly wiped her out, and forced her to reconsider exactly what kind of business she was running.

What happens when your customers are willing to use your product, but they're not willing to pay for it? Answer: Your business model may be wrong. That's what Ilir Sela learned after launching Slice, a company that helps local pizzerias sell online. He found plenty of early customers, but they weren't paying their invoices. As he dug deeper, he realized the problem wasn't them -- it was him. And he began the long process of figuring out what (and how) people were willing to pay.