There are some SaaS Founders that are just doomed to fail. And it's not because startups have a high failure rate. It's also not because they lack talent. It's because they just refuse to embrace Go-To-Market and are too much in love with building product.
My philosophy re startup speed has completely changed over the last few years.
I grew up at Uber, professionally, which held speed as the absolute, ultimate goal.
Now, I still value speed, but hold quality as the binding constraint.
agree w/this point. speed gets less important the more competitive your market is. when the market is already full of crap you really need to rise above the rest
While we’re doing it, it’s easy to imagine that those around us are completely sure of themselves, moving forward in a well-lit space.
In fact, if you visit a growing company, a useful school or anywhere that growth is happening, you’ll quickly see that everyone is stumbling forward in the shadows.
Simply put, an ICP must be a single market segment :a group of people for whom the value of solving a problem is roughly the same, and who can be reached in roughly the same way. “People who use Excel” is not a market segment, because it says nothing about either the value of their problem or how to reach them. “Marketers who use Excel to build... See more
How can I maintain my creativity, optimism, intellectual vitality, and sense of agency in the face of the stress that comes from building a company and the endless forces luring towards conformity?
Collapse the talent stack every chance you get . As I reflect on the teams I’ve led and hundreds of start-ups I’ve worked with, there is a consistent unfair competitive advantage i’ve witnessed when the talent stack was collapsed - when the lead designer was also the product leader, when the front-end engineer was also a designer, when the designer... See more