The last week of April I launched GetMyPermit: a platform to help people get their drivers license.

At first, I named it DMV.gg. I chose the .gg domain because it’s used for games, and I wanted to gamify the learning process of getting a license.

The week we launched, we partnered with a creator named Joseph. He helped promote the platform during launch.

That video was a huge win. We paid $50 for it, and it has now gained over 400k views and brought in our first 10k users.

After launch, I stopped working on the platform for three months. The launch week was right before I moved to Los Angeles to start my 4-week internship at Favorited.

We didn’t do any marketing or site updates during those three months. I was focused on my internship, yet the platform still made money passively.

Once the internship ended, the first big update I worked on was removing all the Next.js API routes. We had been handling both backend and frontend in Next.js, which was a mistake. Migrating our backend to Express.js took a lot of time.

After that, we relaunched the site and renamed it GetMyPermit. That was our second big update.

After the rebrand and relaunch, we shifted our focus to hiring more UGC creators.

We discovered SideShift, a platform that connects brands with Gen Z creators and helps fill roles quickly. I paid the $199 monthly subscription to post an announcement, and almost 2,000 people applied to join our creator team.

From the small group we accepted (less than 10% of applicants), we scheduled calls to get to know them and then selected four creators to work with for four weeks.

During those four weeks, we’ll evaluate each creator’s performance to decide whether to extend their contract or move on.

We give them resources like content ideas, script templates, and recording tips, but we don’t force or control the exact content they post.

Our focus is on quantity over quality. If four creators each post one video a day for a month, that’s 120 videos. Even if only one goes viral, it can cover the cost of all the others. We saw that firsthand with Joseph, whose $50 video delivered an ROI of more than 20x.

As we scale to 10, 100, or even 1,000 creators posting daily, we won’t be able to control the creative process, but the goal is to build a machine that constantly pumps out content.

Up until last week I was handling everything myself. I reviewed applicant profiles, managed customer support through live chat, designed new features, fixed bugs, and more. I know every area of the business.

Although I enjoy being hands-on, it isn’t sustainable and I can’t do everything well. As the founder, my real job is to set the vision, build systems, and bring together strong teams so we can deliver the best product to the market and promote it effectively.

That’s why this week two interns joined the team. One is leading development of the mobile app, set to launch by the end of October, and the other is managing our creators on a daily basis.

I’m focused on marketing and product, both on the strategy side. Operations will be handled by our two interns while I supervise.

With the mobile app soon to launch, only two “hard” engineering challenges remain. Then, the two never-ending challenges will be making the app more entertaining and personalized, and figuring out new marketing channels.

The next three months will be decisive for our global expansion in Q1 2026.