This is perhaps the hardest nut to crack.
We give perverse incentives to the marketing department to bring us the most customers they can, instead of the most appropriate customers.
Someone told me at my second lead position that they had landed a top-tier customer for our demo-ware and the first words out of my mouth were, "FUCK ME". Not the response they were expecting, but then that guy never did end up understanding me the entire time we worked together. My bosses did though.
When your system is new you're a loss leader for all of your customers. Every dollar they bring in costs you two, possibly more. You have to get to positive MRR before the venture capital runs out, and over a long enough time horizon, you will go for a new round and find out that a recession is about to start and the VC guys getting cagey is the first clue it's coming.
Meanwhile if you spend all of your time and energy on reducing costs instead of increasing revenue, then your competitors catch up with you. Particularly if their funding rounds are half a cycle off from yours - one of you will be the last one to have gotten a cash infusion before the money dried up.
Most recently I worked at a place that didn't understand my calls for sobriety until it was too late. So I got put in charge of a rear-guard action that was too little too late, and our customers all fled to much cheaper competitors who could do 80% of what we could for half the price. I learned some good stuff, but the company got bought by a competitor who scrapped those systems.