01Blog category
Talking to customers before you build, and what to do with what they tell you.
You have an idea that you’ve mapped out some of your customer segments. Maybe you even connected to someone in a company in one of your customer segments through LinkedIn. That person may have even said, “that’s a real problem you are working on.” And now you feel validated and so you continue buil
You have a brilliant product idea. You're excited, you've mapped out the features, and you're ready to build. And in 2026, building has never been easier. AI coding tools like Cursor, GitHub Copilot, and Claude can turn a weekend idea into a working prototype before Monday morning.
When it comes to customer segments, many PMs make the mistake of defining them too broadly, resulting in weaker product-market fit, higher churn, and wasted resources. To avoid falling into that trap, you should follow a systematic approach that starts with a broad customer segment and then graduall
Most first-time founders make the same mistake. They get a great idea, spend months building it, launch with excitement — and then hear the silence. No signups. No word-of-mouth. Maybe a few polite "interesting!" responses from friends, but no one actually pulling out their credit card. The product
Most of us in tech are guilty of leading with features and not benefits . Read this article to learn more about how to lead with benefits.
To build a successful product, you need to thoroughly understand the market you want to enter and your target customers. However, sometimes PMs spend too much time chasing a market when ultimately your customers dictate whether a product succeeds. You could identify a really strong market but without significant customer adoption you won’t be able to access any of it.Because of this, you should take the time to add customer validation into your customer development model. Customer validation inv
In one of my previous blogs, I talked about customer discovery and why it’s an important process that ensures that your team is working on new, high leverage opportunities. If you’re taking on customer discovery initiatives, it might be because your team has been asked to re-establish a foothold in an existing market, or because you’re the new person joining an existing team. In either case, you’re likely in a business that’s past the startup phase and becoming a mature player in the market. In
The purpose of customer discovery is to gain an understanding of customers BEFORE you start building and/or selling.