We should have solved something that was a problem already being solved but in a flawed way (with “pen and paper”) or we should have done a moonshot idea. Our product should have had a very narrow use case and user. We should have figured out what the product metric would have been when that user was successful. Finally we should have stared at that problem, that user, and that metric alone, and ignored every other customer and killed features that didn’t live up to improving the metric.
The mistakes I describe above definitely contributed to the failure of Brisk but the main reason may have been an even bigger problem. Those years were marked by the demise of many other sales tools. We thought we were different. In hindsight, we either tried to over-solve a problem or were not visionary enough.