One of the most common mistakes founders make after raising a seed round is to ramp burn too quickly. You should keep burn as low as possible until you have true signs of product-market fit. Then ramp as you scale into the A

An MVP only really makes sense if you know what you want to validate and decide that building a (minimal viable) product is the best/fastest way to learn.

It should not be treated as simple a ‘version 1’ though

From my experience, founders who struggle with validation are usually thinking way too high level:

Stop thinking about "do people want this entire product I envision"

Start thinking about specific assumptions like "I believe people try to solve X at least weekly right now"

Home coffee setup just got an upgrade ☕️

Founders: one of the biggest mistakes I see is a reluctance to narrow down your target niche.

Your big vision is not the same thing as your GTM. Start small, and grow incrementally toward your vision.

The tools and technology is always evolving, but the fundamentals remain. Understand your users. Solve their problems. Help them be successful.

That is all.

Product People:

Insights are only as valuable as the actions you take from them, and the impact you have as a result.

Product People:

Not all network effects are created equal. It can work for you or against you.

If there is no non-network value upfront, then the burden of distribution is on your users before they can love your product.

What is some upfront value you can provide?

It's getting easier and easier to build software products. No-code has been lowering the barrier for years, now AI is accelerating things.

The ones who win are those who understand users, know WHAT to build, for WHOM, and WHY.

aka. Product People.

Product Managers are probably the only ICs with such high leverage decision making power:

📈 One decision could be the difference between business impact, growth, revenue, happy team, happy users...

💀 ...and negative ROI on team, unhappy users, no growth.

Hello!