The hard part is building things sustainably at scale (people wise or performance wise). That's when a combination of knowing how to manage systemic complexity and knowing how to communicate very well (soft skills) really come into play.
But in general, reaching profitability (which is the real hard part) will require making scaling efficient and operations smooth.
I've been thinking about scaling a bit because I've been digging into a large SaaS product for a client and find I am able to replicate their locally relevant output at a fraction of the cost. Scaling up has allowed this SaaS to serve an entire country but a majority of their user base think in terms of one or two local counties. Consuming their output means subsidizing work they do that's irrelevant to (or might actually compete with) your own interests.
suppose you need to either be in the top percentile of handsome and the top percentile of emotionally aware to get a job as a hollywood actor, but these attributes are uncorrelated in the general population, so 99% of top-percentile-of-handsome people will be top-percentile-of-sensitive and vice versa
then the pool of hollywood actors you observe will contain, out of every 199 people, 99 who are top-percentile-of-handsome but not of sensitivity, 99 who are top-percentile-of-sensitive but not of handsomeness, and 1 who is both
someone observing this result but not understanding the process that led up to it might think that emotional sensitivity makes you ugly or that being handsome makes you emotionally oblivious, even though (by hypothesis) the traits are uncorrelated. in fact, this negative correlation in the selected group can survive even a fair bit of positive correlation between the traits in the general population
similarly, it's easier to get a programming job if you have a history of delivering successful products, or if you have a lot of line-by-line coding acumen
https://en.m.wikipedia.org/wiki/Berkson%27s_paradox#:~:text=....