Flexport is a “hot swap” product, meaning it’s growth model is replacing existing, technologically-similar solutions in a low NPS industry. This means that their only moat is customer happiness
The intensity of the pull is a factor of the fit (how good your product is at solving the user’s problem) AND initial market size (is it niche or broad).
As you work from category 1 to 3, you usually have more leverage in 3 than 1. In general, however, most start-ups are negotiate from a low-leverage position
Leadership (i.e. exec team, business unit leads) is responsible for 1)Developing an inspiring high-level vision and strategy2) Sharing a concrete goal for the period3) Making the final decision on what is prioritized and resourced
Something that I've done in past jobs and would do is try to map out expansion over time: Who is the first user? Who did they invite? Then who did those people invite?