Every founder obsesses over product-market fit, onboarding flows, and growth hacks. Yet in our earliest days at heva, we discovered that trust—not technology—determined whether anything else could succeed.
We launched heva in the Dominican Republic with no local network, no industry connections, and no established reputation. In this market, many doctors and clinics had been burned by software providers who overpromised and underdelivered. Skepticism was not just common—it was assumed.
Instead of selling, we made it our priority to listen and learn. We met providers wherever and whenever they had time: at dawn, after their gym sessions, or late in the evening. We bought them dinner, asked for their honest input, and led every interaction with curious inquiry rather than a sales pitch.
One small moment stands out. During an early visit, we noticed a provider struggling with a broken Mac keyboard. The "@" key did not work, making even basic emails difficult. On our next visit, we brought him a brand-new keyboard as a gift. There was no sales pitch or expectation of reciprocity—just a gesture to show we were paying attention and cared about making his life easier.
We also spent time with support staff, listened to their challenges, and ensured they felt valued. We consistently asked for feedback, led with humility, and focused on delivering value before expecting anything in return.
Building trust took time. However, this approach paid off. The first doctors who partnered with us did so not because of our technology, but because of the relationships we built and the reliability we demonstrated.
We have much more to learn about how to scale the development of trust, especially as we enter new geographies and provider verticals. But we are now better equipped to face this challenge and know that trust will remain the hardest—and most essential—product we build.