A good lesson, but a more nuanced one is to do sure diligence. There are companies I would never build my business around (Google, Oracle, etc.) for a variety of reasons. There are ones I know I can trust (at least until they change). There are many where I need a contract.

Change is also a constant, and there are plenty of good companies give bad, and a few in reverse. So due diligence is an ongoing process.

That dramatically raises the price of SaaS, so I use it much less than mainstream industry practice, but much more than zero.

> What I learned is to never again do any business based on someone else.

That's a little dramatic, don't you think?

Supply chains are a core of many (most?) businesses out there. They depend on others to get their business done. No supply -> no business.

What you probably meant is not building a business based SOLELY on irreplaceable business relationships. Unfortunately in a lot of cases involving the tech giants and little startups, there are no alternatives.

More or less, however I really try to not build on anyone else ever again.

I can't find a single dependency in my serious money generating chain right now that isn't replaceable with a similar product within a few minutes or hours if necessary.

My most recent project didn't even last a full year as there was no replacement that worked for me for ChatGPT in that moment. It was built to die, a gamble essentially. I wouldn't waste my time for things like this if I didn't had the end calculated in already.