Vanity metrics like total revenue can be misleading. A startup might acquire many low-priced, low-usage customers without solving a core problem. Deep, consistent user engagement statistics are a much stronger indicator of genuine, 'found' demand than top-line numbers alone.

CZ predicts millions of AI agents will soon transact on our behalf, booking hotels and making micropayments. Traditional banking systems cannot handle this volume, speed, or the KYC requirements for non-human entities, making crypto the only viable payment rail for the agent economy.

In the current climate, ARR is often a misleading metric, easily inflated by optimized TikTok funnels. Investors should look past this "low caloric" revenue and focus on fundamental indicators of a durable business: high user retention and organic, word-of-mouth growth.

While at Blockchain.info, CZ learned a powerful lesson in community-led growth. The platform, which was larger than Coinbase at the time, acquired its first 2 million users almost entirely through a single, 150-page-long thread on the BitcoinTalk forum managed by the founder.

CZ spent nearly a decade, from his first internship in Tokyo to managing a team at Bloomberg, exclusively building low-latency order execution systems for traditional finance. This deep, niche expertise became his unfair advantage when building Binance's high-performance matching engine.

To bridge the communication gap with leadership, reframe common product metrics into financial terms. Instead of reporting daily active users (DAU), calculate and present average revenue per daily active user (ARPA-DAU). Similarly, frame quality initiatives not as ticket reduction but as operating expense (OPEX) savings.

Escape the trap of chasing top-line revenue. Instead, make contribution margin (revenue minus COGS, ad spend, and discounts) your primary success metric. This provides a truer picture of business health and aligns the entire organization around profitable, sustainable growth rather than vanity metrics.

Don't jump directly to optimizing for high-level business outcomes like retention. Instead, sequence your North Star metric. First, focus the team on driving foundational user engagement. Only after establishing that behavior should you shift the primary metric to a direct business impact like revenue or retention.

C-suites and shareholders are increasingly focused on the long-term profitability of customer relationships. ABM programs should be measured by their ability to increase customer LTV, which reflects success in retention, cross-selling, and building "customers for life," not just closing the next deal.