First thing, awesome job going out and launching, and trying things. It's not easy, so congrats on getting the experience under your belt :)<p>So a few other things. You keep on stating the reason for the service closing down was lack of funding / designer / focus / marketing money / etc. The real reason your service went down was lack of product / market fit.<p>Your products and pivots got stuck in a zombieland. You didn't hit some crazy traction that shows that you're onto something big. But you also didn't fail so hard that it is obvious that you need to kill it immediately.<p>You also got some misleading signals from business partners/advisors, and some early interest from investors. Funding events, getting partnerships with the NBA and soccer teams, advisors are all multipliers that help you if you have solid user engagement. So when you have a viral coefficient greater than 1.0, you'll actually get huge bumps by having all these user acquisition channels available to you when you have partners like the NBA etc. Inherently your product is social, and I'm surprised to hear that lack of marketing money is a reason you list for shutting down.<p>Measuring product / market fit used to seem arbitrary to me. One of the most helpful things I've heard is the "very disappointed" framework that Sean Ellis uses. The idea is that if 20% of some user group would be very disappointed if they couldn't use your service any more, then you've nailed it. You're onto the next phase of scaling out and reaching out to more people like that core user group. If you're not at 20%, then keep tweaking different pitches and user groups and refining your product until you do.