(at minute 15:43)
There isn't a topic that interests me more than product-market fit. In the 2007 - 2010 timeframe I went from a lifestyle business (where I could fool myself that it was high-growth) to a high-growth startup (where you didn't have to wonder if it had product-market fit) and that transition completely changed the way I . . .
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(at minute 0:33)
Last week I was having dinner with a founder who had a very good exit for his startup. Halfway through dinner he begins to reminisce about the journey. It is well-known that this startup had four distinct (large) pivots, but his narrative didn't describe it that way. Because he was the person on the front lines of this . . .
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(at minute 6:42)
I remember the first time that someone experienced told me some version of this advice...
"Don't waste your time with that investor...they don't invest in your type of startup."
"Don't waste your time with that investor...they aren't that active."
"Don't waste your time with that . . .
(at minute 8:57)
Yesterday I was talking with a first-time founder about the process of validating her B2C startup idea. Before she even decided to pursue her idea she did a survey with a bunch of consumers asking basic questions about the space and their habits.
People responded as she expected, so she decided to go all-in.
That means the idea . . .
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(at minute 5:58)
If you spend any amount of time around startups, you won't hear many phrases more than "product-market fit." It's used so much for good reason...until some percent of your users love what you are doing, nothing else matters. Sidenote: the definition of "love" can be found here.
Whenever I think about . . .
(at minute 31:15)
I'm working closely with two startups right now that are somewhere between launching an MVP product and getting their first few hundred customers. Both founders are trying to determine if they have product-market fit, but not quite enough customers have used the product. Over the next six months both will be able to do a . . .
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(at minute 9:35)
Every founder has super powers and blind spots. The hope is that the results that come from the super powers far outweigh any problems that are caused by the blind spots. Once a company is growing you can hire to offset blind spots, but early on it's really about one side overwhelming the other for the founding team.
One of . . .
Posted in: executionpersistencyfirst principlescounterintuitive thingstractionunique playbookhustleprocessfocussolving a problemproduct market fitfoundersvideoycombinatorpodcastbusiness model validationproductall