Thanks Krish!
Goodness, there were an infinite number of learnings from Conveyor! Where do I even start? 
We were building Conveyor with a proven and talented team, along with a profitable business and confidence that we could solve any problem. That led us to push forward by eating the elephant all at once instead of one bite at a time. In hindsight, and going forward, we should have defined what failure looks like ahead of time in addition to what success looks like. Had we done that, I hope we would have seen that we were taking on more than we should have a lot sooner. We shared more of those lessons learned and takeaways on our blog.
Enabling the team to get back on track was the immediate priority once we made the decision to stop working on the product. In Wildbit’s world, where people come first, back on track means enabling the team toward a motivated, happy state. We knew that every person on that team needed to work on something that would make a meaningful impact to customers. Working on something for so long without it reaching customers’ hands can be extremely demoralizing. We wanted to be sure they were able to work on a project that directly impacted customers immediately afterwards, to help them remember what that feels like and reiterate what incredibly talented folks they really are.
To solve for those goals, we opted for some projects that would be finished within 3 months. The Conveyor folks formed new teams and worked on two of our big releases this year: DMARC Digests and People-First Jobs.
I’m not sure that our understanding of risk has changed. What changed was the desire to build something small again, instead of jumping into a complex product. We still love taking calculated risks, as long as they don’t risk the entire business. On the outside it may look like Conveyor was risky because we spent over $3M on it over time. In reality we never risked the house. What we learned was how to notice failures earlier.