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Stop Losing Leads: How to Fix Your B2B Startup Positioning Architecture Most B2B tech startups hit a ceiling when founder-led sales and marketing stalls growth. When they assess why their pipeline has stalled, they almost always assume they have a demand generation problem. However, a deeper analysis usually uncovers that the actual pain point is a fractured positioning and go-to-market (GTM) architecture. So, how can B2B tech startups diagnose and fix their positioning architecture to ignite more robust, predictable , and sustainable growth? That's why we're talking to return guest Adrijana Daragon (Founder, GTM Advantage), who shares her expertise and insights on how to fix your B2B startup positioning architecture. During our conversation, Adrijana shared some of the common pitfalls B2B that cause tech startups to fail, specifically focusing on the disconnect between product features and market needs. She stressed the critical importance of early market validation and understanding customer needs instead of obsessing over the technology and features. Adrijana also explained why founders must narrow their focus to specific ideal customer segments to ensure their messaging truly resonates with potential buyers. She concluded by highlighting the value of continuous iteration and learning from pilot projects to refine GTM strategies and attain scalable, predictable growth. https://youtu.be/mO99oSKyYGE Topics discussed in episode: [02:56] Why startups often mistake a positioning and go-to-market architecture problem for a lack of market demand [04:30] The reason targeting the right ICP fails if the customer lacks a sense of urgency or purchasing intent [05:17] How to identify when a founder becomes a growth bottleneck during the transition to a delegated team model [10:49] The danger of “fake validation” from startup ecosystems versus getting reality checks from actual buyers [21:30] Why increasing marketing budgets is ineffective if your messaging fails to connect with the customer’s problem [30:51] How narrowing your focus to a single industry enables faster iteration and more scalable traction [39:36] Using a growth mindset to define success criteria, turning pilot projects into long-term client relationships Companies and links mentioned: Adrijana Daragon on LinkedIn  GTM Advantage Transcript Adrijana Daragon, Christian Klepp Adrijana Daragon  00:00 Founders think about the go to market as a post, post activity, versus doing it early on, so meaning they are really of over focus on technology alone and thinking when the talk technology will be the product will be launched, that’s when the customers will come, especially like if the founders are engineers or coming from the medical background, this is the domain. This is where the this is the comfort zone. So they are really focusing on the technology. And that’s true, this is like bigger competitive advantage, but the commercial part, getting really early on understanding who are the market, what’s the feedback, even integrating that into a building technology so important. Christian Klepp  00:43 Most B2B tech startups hit a wall when founder-led marketing stalls growth. When they analyze where they went wrong, they almost always assume they have a demand problem. But when you look deeper, you realize that their real pain point lies in their positioning and go to market architecture. So how can B2B startups fix their positioning architecture problem to ignite more robust and sustainable growth? Welcome to this episode of the B2B Marketers on a Mission podcast, and I’m your host, Christian Klepp, today, I’ll be talking to Adrijana Daragon, who will be answering this question. She’s the founder at Go To Market (GTM) Advantage, who helps turn go to market into a predictable pipeline and revenue for B2B tech startups. Let’s dive right in. Okay, and off we go. I’m gonna say, Adrijana Daragon, welcome to the show. Adrijana Daragon  01:30 Hello. Thank you. Thank you for having me, Christian. Christian Klepp  01:33 Great to be connected again, Adrijana. And I’m gonna say thank you to Anna Wondany from Hey CMO, for connecting us. And I’m really looking forward to this conversation, because we’re going to talk about something that, on the surface doesn’t seem like it’s extremely important, but we’re going to start unpacking that, and then we’ll realize like, oh, wow, we really should be paying attention to this. Take some notes, learn and be inspired no? Adrijana Daragon  01:58 Yes, true. I’m really excited about it, and I can see really quite some founders can benefit from this knowledge. Christian Klepp  02:05 Absolutely, absolutely. So if you don’t mind, we’ll, we’ll just jump straight in, and I’ll ask you the first question. So you’re, I’m going to say, on a mission to help B2B Tech scale ups, grow and increase their inbound leads. But for this conversation, I’d like to focus on this following topic, and then we can unpack it from there. So the topic is how B2B startups can fix their positioning architecture problem. Now that sounds like a really fancy marketing term, but we’re going to unpack it now and then everybody will realize, like, how crucial this actually is. So I’m going to kick off this conversation with the following question. So Adrijana, in our previous conversation, you mentioned that most B2B startups think they have a demand problem, but in reality, when you dig deeper, what they actually have is a positioning and go to market architecture problem. So can you please explain that? Adrijana Daragon  02:56 Sure. So it’s highly depends on the stage the startup scale up is it’s different challenges. There are different challenges at the beginning, when there is early stage. Startup is about just doing different tests, trying the founders, typically the one that driving the sales and marketing efforts and connecting, getting the early feedback, validating it afterwards, when it starts to be already, you gain traction. You know, you had a successful especially in deep tech. It’s a lot about the pilot, securing both successful pilots, moving from the pilots to for to the ongoing client relationships. That’s when the it’s becomes much more about challenge of not only trying, testing different activities, but really seeing how what really makes sense, because there are a lot of challenges when you have a lot of activities, but we don’t bring the results, we don’t bring the revenue You want, and that’s especially when I work with startups. When we have both conversations, we have the initial demand, interest, especially interest. We have those conversations with potential clients, however they don’t convert. And that’s really where we are, kind of talking about the not originally positioning itself a problem, but it’s also about the go to market. And one big mistake clients do is when they focus on the target ICP (Ideal Customer Profile), but the target ICP, it doesn’t have a sense of urgency to buy, so the purchasing intent is not there. So that’s why, like a lot of times, you have a lot of internet conversations, everybody says, so your solution looks really interesting. However, that doesn’t result in result in the sales? Christian Klepp  04:55 Yeah. No, absolutely. I mean, you brought some really great points there, and I add two follow up questions for you. So I think the first one, especially when you’re talking about startups, and I can’t help but ask you this question, but do you sometimes feel when you’re interacting with your clients, especially when you’re trying to address these problems with them? Do you sometimes feel that it’s the founder that is the bottleneck? Adrijana Daragon  05:17 It’s true as well. Like you know, as a startup grows as well, the founder learns a lot, and it’s also, it’s a big growth journey as well, big growth journey. And as well activities we do. The mindset also shifts with every stage. So there are like, different stages of a company. When it’s founding team, it’s small team. When you bring the first, highest, first outsource, outsourcing that depends already, where you need to communicate clearly that to delegate what you want actually to achieve. So these people know your vision and goals. That’s really when it starts to be the first bottleneck of really making when you are bringing more people, how the it can they can work most effectively as well as a team? Christian Klepp  06:08 Yeah, yeah, no, no, absolutely, absolutely. So that’s, that’s the first question. The second question is, and I know you and I both know what positioning is, but I feel for people outside the marketing discipline, they throw that, that statement or that word around very freely. So let’s just clear the air there a little bit, and just please break it down for us. What does positioning mean, and how is it relevant to inbound and revenue and other things like that? Adrijana Daragon  06:39 I think it’s there are multiple aspects, but this positioning is more. What do you want to stand in there, in in the minds of and hearts of other people? How do you want to be for them? Be remembered so it’s not only remembered so that people can say and articulate also well, what you do for yourself, uh, yourself. And then obviously, ideally, that also, it’s repeatable, that also the clients and the rest can say, and that’s not that easy sounds, but it’s not only one statement, positioning statement, and when it’s all done, positioning is a lot about work together, the about the ICP and for the ICP, so ideal client profile? And that’s a lot about understanding, especially if it is multiple industries, multiple especially on enterprises or like, there are big buying cycles, who are the right people. So it’s a buying center. There are a lot of people who are users, who are economical buyers, decision makers. So this is a lot about work on this ICP and value propositions for each of them will be different. So the positioning work also includes this value proposition, especially linking what’s the value, what’s the value, what are the problems they have, and how you help your solution helps that to work. So it’s like customer centric communication about the solution, which is very hard sometimes for the tech startups, who are typically over investing in the technology, and they talk about the features, but not so much in the customer language, about really deeply understanding customer understanding who they are and what they do, what are the problems and how it solves? And the big missing piece, and which is what I have in my methodology, where I work, and this is really important, crucial part not to miss, is the part of when, not only who, but then, and that when part is about urgency, sense of urgency. Do does the target, ICP, know that we have this problem? We are aware about it. Do they actively seek solutions? And you are at this stage, at this stage, so because the right person, but the wrong moment, zero outcome. So it’s, the sale will not be done. So it’s, this is especially important. While a lot of pilot conversations, like after discovery calls stall is because of this that they have this interest. However, the urgency is not there, and it’s a lot in especially with good AI solutions, or, like really talking about long term innovations, because it requires a lot of change of the behavior system processes, how they work currently, with how we do business. Currently, be aware. But this is this problem. But are we really actively looking to change solution? And currently that’s very important part of as well work of his overall positioning, because that will mean otherwise, you just have a lot of conversations, conversations, and really very small amount of them, lead. Leading to the really close, close deals. Christian Klepp  10:03 Yeah, yeah, no, absolutely, absolutely. I like how you said, like, right person, wrong time, that almost sounds like dating situation. It’s also transferable to the world of like, customers, right? And that’s absolutely true, because if you identify, if you identify the right target audience, but this is not the right time, right? Because it’s a different because you always have to look at the different stages of their journey, right? Adrijana Daragon  10:25 Yes. Christian Klepp  10:25 And unfortunately, in B2B, whether it’s tech or otherwise, the buyer, the buyer cycles tend to be a bit longer, right? Adrijana Daragon  10:35 Yes. Christian Klepp  10:36 Absolutely so, based on what you said, and I know you brought up already one of them, but like, based on what you’ve said in the past couple of minutes, what are some of the key pitfalls you would say B2B marketing teams need to avoid, and what should they do instead? Adrijana Daragon  10:49 Yes, so for me, really the I see that founders think about a go to market as a post, post activity versus doing it early on. So meaning they are really of over focus on technology alone and thinking when the talk technology will be, the product will be launched, that’s when the customers will come. That’s the one that typically, especially like if the founders are engineers or coming from the medical background. This is the domain. This is where they this is the comfort zone. So they are really focusing on the technology. And that’s true, this is like bigger competitive advantage, but the commercial part, getting really early on understanding who are the market, what’s the feedback, even integrating that into a building technology so important. So that’s the common pitfall about starting it early. It needs to be still very lean in beginning, it’s more lean. And one of the key things of lean activities is about thinking who are the customers, exactly who are the right customers, and then having that early validation. So it follows also to the second point. So one was early. Think about go to market earlier than when you typically do. Second is real versus fake interest. So what I mean, a lot of founders live in them more, sometimes in the bubble of their ecosystem, meaning like they are get the early positive feedback from incubators, accelerators they are in, as well the different support groups, plus also our startup founder saying, Oh, your solution. Can you give me feedback on your solution? Yes, it sounds interesting. Your technology is really interesting. Yeah, it should be interesting, and that’s what we take it as a given feedback. Okay, I validated. I got this initial interest. However, this is not the target audience who would actually buy so these are the kind of I call it a fake validation. It’s good to get also support system. To get this, because it’s really long journey entrepreneurship and having building the startup, you need this support system. However, you also need to have reality checks. And the reality checks are really thinking and going in the market and having conversations, if you are having a solution, let’s say in medtech, selling to the hospitals, so then going and actually talking to you. How does it sound? That feed? Obviously, it’s harder to get into that contact. There are some ways where we could do, do it, but this is really very critical moment when you get the actual feedback from the person who would will in, will be so valuable in creating your product. And then also, what are the different criteria they look at, what is really the what are the propositions we are looking at and how we make the decisions, and that’s very important as well, to make sure that you get that early on. So these are the few pitfalls. I would say. Christian Klepp  14:14 These are the few pitfalls, but they are super important. Adrijana Daragon  14:17 Oh yes. Christian Klepp  14:18 They’re so important that I have to ask you some follow up questions. Okay, so based on the first one right when you’re talking about who are the right customers and getting that early validation, how, in your experience, is there a right way to get early validation? Adrijana Daragon  14:35 It’s there is not only one way, there are many, many ways, but it’s just very important. Is also the mindset of it’s active listening. It’s more about you have your own idea and you’re in love with your product. That’s why you have a startup. It’s also very important to be open for the feedback, and good and bad feedback is also very important. So there are some a typically like also for the research, where you don’t guide the questions yes or no. You want to dig deeper. That’s also very important. It’s more, I think it’s the mindset, where you go you really eager to learn. You go there to eager to learn and to really listen and to understand. That’s the journey, when you want to understand your potential client, how you can really make the life easier. That’s the way. It’s a little beyond going journey where it’s really almost saying that the product market fit happens also a very similar in similar time. Then you can describe and talk the problem of the customer better than the customer himself or herself. So that’s the it’s a journey so you will but this is like really knowing that, that it’s important to hear from them, versus have only the inside view, which is and really seeking those conversations and have this open mind mindset is super important. Christian Klepp  15:58 Yeah, yeah, yeah. No, that’s absolutely right. I totally agree with that. Okay, so that was the first follow up question. The second follow up question, which I think is so important, based on what you said, this reality check, right? Because, you know, we, I have some experience with this as well, like, you know, it’s especially talking with a founder, and they’re in their team, and I always, I always call it like the internal high five, right? The internal High Five means, okay, we built a great product. Boom, fantastic. And then, and then internally, it’s like, I believe the market needs this because of the and I don’t agree that they need this because of what, whatever the reason. And everybody internally agrees. But you and I both know that, as marketers, it doesn’t help them and it doesn’t help us to just agree with a lot of these I’m calling them internal hypotheses. So from your experience, how do you get these startups, the founders and their teams to accept that while you can have this hypothesis, you also need to have a proper reality check to validate everything that you’re saying internally. Because sometimes as you, as you well, know not all founders, but many founders. Is it the mindset internally is, my baby is the most beautiful baby in the world. Don’t you dare insult my baby. All right. So how do you get them out of this mindset? How do you get them to be like, okay, you know, in order to grow, in order to scale, you have to be open to validation for the market. How do you how do you get them? How do you get them to that point? Adrijana Daragon  17:35 Sure, so I think here it’s super important is to have different people in your support system, and very in a closed network, and part of the founders have the personal network, especially when they or we have advisory boards, part of a board who are really, typically people come from the industries differ, or they have also have done the startups. Of could be ex founder, founders who have successful exits. Or it can be, especially in some specialized tech, it can be really coming advisors from the industry who really know more more about the target clients, what’s the problem and how and the typical challenges the startup can occur, and that’s very important about utilizing it. So it’s also up to the to the person who is if it’s they have active role as an advisor or the senior expert, or only given a fractional, fractional person who really can help and structure or some of go to market is really to have this open dialog. So it’s not about really just exactly have this consensus, consensus atmosphere, that it’s okay. What the founder is saying when we would just would work on this is it’s very important to challenge that and to challenge that early on, because that’s when it’s really this diversity of expertise, and especially this relevant expertise, is super important to build around and actually leverage in the right way, asking the big questions not working in the silos. So it’s more about really, that sometimes with advisory boards, they are more the name. It’s more for the VC (Venture Capital), plus also for some of yes presentations, events, so for more of trust building. However, it’s really as well. The how I see the founders who get much more benefit is really who use, use the senior experts in the right way of having almost milestone checks really saying this is what we are working on. Let’s look back, and this is why we didn’t gain those pilots. While we did a lot of effort, we had a lot of conversations with those enterprises, but it doesn’t go anywhere. Let’s review that, and it’s more like bringing one level high of really bad view and challenge some of the assumptions which were there before. Christian Klepp  20:33 Yeah, yeah, no, absolutely, absolutely. And what you said is also really important, getting everybody to stop working in silos and exposing them to the to the to the bigger ecosystem. So we were talking about, like, dealing with pushback, and unfortunately, I’m going to have to ask you for more advice on that, because the next question is about something that I think you’re very familiar with, right? Because you’re dealing with a lot of these B2B tech startups. How do you deal with pushback from founders? You know, when you tell them that, listen, you don’t have a demand problem, you have a positioning and go to market architecture problem, and they look at you as if you’re like, What are you talking about, right? What is this positioning? What is this go to market architecture? This sounds to me like a waste of time, right? But how do you, how do you convince them that it’s, it’s, in fact, in their interest to deal with this, and how do you deal with that pushback? Adrijana Daragon  21:30 Yes, it’s more it’s also depends on the stage like which, how big it is, not over engineer some of activities early on. So it’s, yes, the demand is needed. But there’s also that the big risk is if we put especially, they get, sometimes the funding over and they press P dial on marketing budget. Advertising, I have seen that and then, and they are not very, very clear who are the right client, and especially as we talked who then do they, and especially in a bigger organizations targeting so we could really put a lot of advertising in the right target audience with a wrong message, and they could. And no surprise, the results don’t, don’t come afterwards, the deals are not coming those people, they might join your mailing list webinar, and that’s so far as we get, because we, most probably, we were just interested in what’s new out there. However, they are not really the right person who in the organization deciding this all it is really about your messaging didn’t connect to the problem, and they wouldn’t even book a call afterwards with the sales team. So this is the way I see it’s where it’s really about looking overall, about full funnel, not only about saying, if we get big volume of people leads, then everything will be okay. It’s it’s much more about lower volume, but of a right, right leads that will create less house, less activity. Because you can, you can really mistake a lot of activity will give a lot of good results. It’s more sometimes really stripping down, seeing really what’s working. And it requires somebody who would understand that really looking at the data, looking what, what are the different tests? What resonates? This is the stage when you typically did some tests. Early on, you are still at the stage of trying and working and understanding, but at the stage when you did some now it’s a time to really look at it review and see where you double down and what you don’t focus on. It’s always, I think it’s in sales and marketing is a lot about where do you put priorities? Where do you focus on and more, I think sometimes less the activities, but really, very clearly, can really simplify also the team effort to get into those deals, because sometimes the deals had stalled in the middle, but you didn’t have time because you were so busy. But if you would take time review it, maybe adjust the positioning, and then revive the conversation that could lead to this, to the to big ticket or deal, and that will will be much more important, versus doing extra trials on marketing. Christian Klepp  24:36 That’s exactly it. And you, I think you hit on something that is worth repeating. It’s also a lot about the strategy, right? Like a lot of a lot of startups that I’ve seen, they jump straight into the execution, right? Like you talked about it, like ads and then and lead generation. And I’m not saying that those things are not important. They are, but if you don’t have that understanding. Who the target audience is, and you don’t have a strategy in terms of, like, how you’re going to approach the market, you’re just going to be burning through money. And you and I both know how much ads cost, and if you don’t know what you’re doing, it’s like a vacuum cleaner now. But you touched on something that I think it’s worth revisiting and going back to, because it’s again. I know it might sound a bit repetitive, but why is it so important for them to understand, or have a deep understanding about who this potential customer is? Right? Why is it important for them to know that, and why is it important for them to understand the buyer’s journey? Because, you know, depending on what stage of the journey these people are in, they may have different motivations, or they may have different reasons for looking for a product or solution. Adrijana Daragon  25:49 I think it’s, it’s really important. That will make or break your traction and more, and that’s really the part of understanding and speaking in about the customer, sometimes even better than the customer themselves. Makes the customer really feel you understand you are credible, you build… I can trust you. And that’s really it says speed dial. It’s a speed dial to really, to retraction, to really, this is what is important part is to especially in B2B, you, it’s building credibility and trust so that you really know, yes, you have a great credentials in terms of a technology that your solution. That’s important part. However, the equally is also important, the the understanding commercially how this technology can help your customers. It’s really about your customers, especially when we talk about you, mentioned about buying centers and complex organizations. That’s when it’s really thereby. It’s a lot about reducing risks. It’s a lot about minimizing transition costs. So it’s more about that you are not really too risky for them to to buy from. And this is it goes beyond the technology. It’s a lot about understanding and talking in the language of a customer that you have discovered very clearly, very proactively, in first, in your mind, when afterwards, all your communication. And this is where it comes the strategy is super important. But I see it’s it’s not a strategy where you need just a document, somebody quickly did it, or like now, it’s the AI or somebody out of touch. It requires, as well, real validation. So that’s where it’s important. The strategy with validation, which is not on paper document, it’s really about kind of almost agreement of what’s the core, or what’s the core, what we are doing, trying to achieve, and how the way we trying to achieve that. So this helps you, is for the founder, for the rest of the team, and then we are talking about gaining traction, bring the rest of together. The strategy changes over time. Some elements the market also adjusts. Technologies adjust, but this is super important part of stop wasting time on of doing too many activities and really looking at what, what really will move a needle. Christian Klepp  28:39 Wait a second, you mean that the strategy has to be adjusted. I thought the strategy is just something you do one time and then you forget about it. Adrijana Daragon  28:49 I think it’s that’s why, that’s what this gets a lot of times. I think it’s as well in a tech companies, they do especially early stages that pitch documents thinking overall, that’s the part of saying what’s addressable market. So say we did, we have our covered. I have our go to market. We have our plan. That’s it’s great. It gives us some of her some it’s already good starting points, but there is much more on that. It’s really ongoingly effort, and that’s why it’s why there are really the teams who succeed. Is really the founder, is leading the sales and marketing organization. And then they are, they are close to the customer. So it’s not only to the product, but we need to be close to the customer. And then they are like, really bridge, bridging the gaps as well as we go, because it’s also the different challenges. But being close to the customer and hearing that and not working in a silo and bringing back that knowledge is super important. And so it’s that document changes a lot of times. It’s, it’s, can be, it’s not 180 story. It’s. Sometimes it will be big pivots. There are pivots as well. You scrap your current product, and you see that some of the one leg can really move forward, like there are examples like Spotify, and I was wherever I started and they landed. But this is moving. It’s a moving piece, not one set in stone piece. Christian Klepp  30:22 Right. So I think for this next question, if you really want to get very deep, it will take us several hours to talk about it, but just in the interest of time, maybe you can just give us a top level perspective, right? Just based on your own experience, walk us through how the B2B startups should fix their positioning, go to market architecture problems. So just give us the key steps. What are the key components that need to be in that process? Adrijana Daragon  30:51 I think it’s in beginning, especially it’s important of looking at and picking one target customer. So one industry, one target customer, thinking about your resources. It’s a lot about your resources, especially a lot of technologies are agnostic. So that’s the typical pitfall of saying it’s for everyone, but it’s almost for nobody, really. So it’s about picking one of the customer target, and that’s typically comes either which one you are familiar with, where you come, come from, or you have great access to as well. So it’s really there. You can see it’s it helps you to validate early, to get access to real people, talk to them, to see, to see, to get that feedback, fine tune and not over developer MVP (Minimum Viable Product). MVP like the first products a lot of times as well, because that’s really what we talked that it comes together together, that MVP, it will be most of the times. You will scratch it. You will build a next level moving forward. But this will help you to launch, launch, and iterate faster and not always spend time. There is a difference in deep tech. It takes time, sometimes 10 years, 10 years based on the research. So there are nuances as well. So it’s not there as well, but this is very important part of narrowing the focus in beginning will help you to grow, to go faster, to go faster and to really get the right right customers. And this, it’s very important for the to validate that with few customers, not only one, to really see if it is a scalable solution. So hence, we talking about the depth and breadth of a customer early on. So here we are talking about because sometimes here the risk is of choosing one customer. It’s almost fully designing it for that customer, to the point that is almost only relevant to that customer based on their requirements. So it’s seeing how you could leverage that pilot that you can really also offer to others afterwards, how? So it’s really things are thinking about the pilot in the right way, and here it’s so it’s more about who would be the few clients and how deep you can go. So for the pilots it can help you land in those companies. But afterwards, how you can move from the pilots to the full full projects, which we pay the bigger, bigger school projects. So this is the important I think, in a short period of time, I think that’s the important part of thinking about how you could get this early traction, and the early traction which is scalable. So these are fundamentals of thinking of okay, when you have this in the right way, then you see this breadth and depth of the customers, which you prove the point with, multiple of the customers. Then we got the feedback from the right customers. Helps you to grow faster. Moving on. Christian Klepp  34:23 Yeah, yeah, no, absolutely. I love how you also led with, like, narrowing the focus. And I think that’s so important. A lot of these, a lot of startups like you said, like, Okay, this is, this is for, you know, different different verticals, or the, you know, we have customers in different industries, but in the beginning, if you, if you have that mindset, and you approach the market that way, and I think you brought it up earlier on in the conversation, you start to spread yourself so thin. And a lot of these startups don’t have 500 employees, right? So, you know, it’s a handful of people, if they’re, if there’s 10 people in the startup, that’s already like, wow, I. Right? But there’s, there’s only a few people, and especially there’s only a few people responsible for business, right, and client acquisition. So if you start already in the beginning, spreading them so thin, how are you ever going to scale, right? Yeah, okay, fantastic. But okay, so maybe this is a question that you probably know the answer to. But I think it’s really important to put it into context, because when you say, narrow the focus, how do you get startups to narrow the focus, especially when they say, well, we built this tool, and it’s for different industries. How do you get them and especially because there’s a lot of people on LinkedIn saying, oh, narrowing the focus. That’s, that’s lazy advice. I disagree with that, by the way, but, um, but how do you get them to narrow the focus? How do you get them to just zero in on one particular vertical. Adrijana Daragon  35:52 So here, I can give a few examples. I think it is here. It’s really depends on, on, also the industry. How narrow is the narrow? Christian Klepp  36:03 Absolutely. Adrijana Daragon  36:04 So typically, my advice would be, you think that you are narrow, go even further. Christian Klepp  36:09 Okay. Adrijana Daragon  36:10 Go fever further, because it’s not only the big industries, but who are within the industries. And specifically, if you are saying, let’s say it’s technology solution. Technology solution of improving the productivity. And you care for enterprises. That’s typically a lot of enterprises, but if you choose one specific industry, saying these are the typically processes they have to improve, okay? But then there are a lot of teams, and within the teams, there are also the hierarchy, so understanding really more specific use cases. So that’s the typical way of thinking about where are the few use cases where you could really solve really well, and sometimes they come as exactly because you had the access to the market you can really have it’s easier for you. It’s more accessible, accessible one. But it’s also looking if it is, can be repeatable, repeatable, that there are various potential as well, moving forward, moving forward, forward. So there it’s, it’s, I think people are very scared, and other founders I work with of being too narrow, too narrow, but exactly as we talk about, it’s very small team. It’s better to have 10 earlier, like pilots, but it’s really been closed and you have strong learnings versus 100 of nice to have conversations and maybe few, but never really even have use cases closed in the multiple, multiple areas. This is where, like it happens that that going narrow. It really helps. And in in some very niche already, solutions like robotics, for the specific area, it takes really time as well to solve any problem, learn really depth about the customer. So you cannot spread yourself too thin on many, customers there. So the time in deep tech it takes to solve the problem, this is the especially I recommend in deep tech, very specific area to get the traction it’s really important to get it’s a narrow one, because this is where you invested a lot in the research a young competitive also differentiation on what’s the technology so it’s better solving really, truly well for amount of customers, and that’s really the build up, versus of going broad and losing this even the trust and credibility in the market. Christian Klepp  38:59 Absolutely, absolutely. You know, as you were explaining this, which I think you explained really well, it almost sounds like you have to get them to conduct an experiment. You remember, back in the school days, we were conducting experiments, and then we have to record the results, right? And then, okay, what worked, what didn’t work? Okay, what worked, scale, what didn’t work, stop, right? Or, or pivot, yeah, change the approach, right? We have to find out why didn’t it work? Right? What were the reasons? What was the feedback? Right? So it’s almost like, it’s almost like you have to have this experimental slash growth mindset. Adrijana Daragon  39:36 Yes, yes. That’s very important. I think it’s this growth mindset. It’s really there you are. It’s continuous iteration and learning. It’s learning as well. It’s also about asking the questions, being in the asking the questions, having a not this paralysis of no action. So you need to have the action for your actions, but the also thinking about, what is it behind? What would really we need to do to make this pilot successful? What, and also, when you are talking with a customer early on, on the pilot, super important is to ask, what needs to happen in this pilot. What are the success criteria for us to move from the pilot to the full project afterwards. So that’s the one like it helps tech as well to structure this experiments in the right way, in the right way, versus just when you are spreading to fin, you almost show the demo. Demos, give the solution, and then leaving the customer almost alone. So you didn’t give full, full effort in those pilots as well to get the right even the data behind. Christian Klepp  40:51 Yeah, absolutely, absolutely. Adrijana, this was such a great conversation, and you know, thank you so much for coming on and sharing your expertise and experience with the listeners. So please give us a quick introduction and how people out there can get in touch with you, especially if they’re in the B2B Tech or health startup space in Switzerland and Europe. Adrijana Daragon  41:11 Yes, sure. So I am go to market advisor and fractional CMO, or Chief Revenue Officer for B2B tech companies. I’m based in Switzerland. I operate with many European and also US companies who typically are still at the stage of founder led sales and marketing activities. And I support them, moving from heavy activity random sales to repeatable way of winning deals. And my company is called go to market advantage. So go to gtmadvantage.ch you can find also resources there as quick diagnostic tool as well. So it’s a three five minutes tool for them as well to get some of the low hanging fruits, what typically go to market challenges they have, and it gives them as well, some advice. And I’m happy to also, yes, share more of the discovery calls. Christian Klepp  42:22 Fantastic, fantastic, and we’ll be sure to put a link in the show notes when this episode comes out. So once again. Adrijana, thanks so much for your time. Take care, stay safe and talk to you soon. Adrijana Daragon  42:32 Thank you.

Do you have to move to Lagos to "blow" as a startup founder? It's a question I hear all the time. If you're a Nigerian of a certain age, you remember when the entertainment industry was Lagos-or-nothing. If you didn't "enter Lagos," people thought you weren't serious. We saw artists like MI and Chocolate City move from Jos to Lagos and become powerhouses, while others who stayed back never quite hit that same level of national stardom.But today, my answer for founders is: maybe, but maybe not.The Case for Lagos: Social Capital and CashThere is no denying that Lagos is the heart of the Nigerian startup scene. Being there gives you access to founder networks, which provide a measure of confidence and "shared learning." Most importantly, it gives you Social Capital—the "who you know" and "what you know" that is essential for business success. If you want to be in the same room as venture capitalists and angel investors, Lagos is arguably where the money is.The Case for Staying Where You AreDespite those advantages, the world has changed. You can now get "shared learning" from anywhere—whether you're in a forgotten local government in Nasarawa or the middle of a forest—thanks to podcasts, LinkedIn, Social Media, and Zoom.Even when it comes to funding, you can stay put if you have strong prospecting and researching motions. If you can identify the right stakeholders and reach out effectively, you don't need to live in Lagos; you only need to "enter a night bus" when it's time to show up for the final meeting and close the deal.The "Tech Co-Founder" MythOne of the biggest reasons people feel forced to move to Lagos is to find a tech co-founder because they don't know how to code. I'm here to tell you that you don't need to carry your whole family just to find a developer.Technology has bridged the gap. As I've mentioned before, I'm firmly behind my boys at IKSF (IK Software Factory) because they solve this exact problem. You can describe your idea in plain English, and they can help you ship an MVP (Minimum Viable Product) in less than a week. Whether you use them or AI tools, the point is that the barrier of "not knowing a coder" or "how to code" is gone.Stop "Planning to Plan"It pains me to see brilliant ideas die because people are stuck "planning," "branding," or "coding" for months on end. You need an MVP—the smallest version of your idea—to get market validation. An MVP is the difference between your idea moving or dying. It gives you the evidence you need to show investors (and your family) that this thing actually works.My advice? Just launch. You don't need to be in Lagos to validate your dream. Get your product out there, see if people are willing to pay for it, and then decide if you need to make the move.If you want to connect or if you're ready to stop over-planning and start building, you can reach me at 08064662140. Let's stop talking and start executing.

The harsh reality is that most Nigerian startups fail before they even launch. While the reasons are varied, there is one particular culprit I see over and over: analysis paralysis. Too many of you are stuck "planning to plan"—spending months worrying about branding, websites, and the back end without ever actually shipping anything. You are dreaming to build, but you are building nothing.My recommendation has always been clear: focus on building an MVP (Minimum Viable Product). This is the smallest version of your idea that people can actually see and interact with so you can judge if they are willing to pay for it. I looked at global data for deployment times: usually, a simple no-code product takes 2 to 4 weeks, SaaS takes 8 to 12 weeks, and even complex enterprise solutions take 4 to 6 months. But here in Nigeria, I see people taking two to four years just to get started. In that time, market needs change and competition moves in.Don't be the person who says, "I had that idea before Uber." Having a good idea doesn't pay the bills—execution and shipping do. Before you build, you must go through discovery: talk to 10 or 20 people to figure out their real problems. Use that data to inform your UI/UX and features.Because I want to help solve this problem, I'm collaborating with Ikenga Software Factory (iksf.ng). Our goal is speed to market. If you can describe your idea in plain English, they can deliver a product in 7 days. We are also getting rid of the common headaches—there are no price surprises due to inflation, and there is no locking you in; you paid for the code, it's yours to keep and migrate whenever you want.Stop wasting time dreaming. Whether you use Ikenga or not, you need to start building and start shipping. If you want to connect or have questions about your startup journey, reach out to me via text or WhatsApp at 08064662140Also remember to check out https://iksf.ng/

In this episode of "Just Grow With It," I share the real story behind building and launching our MVP (Minimum Viable Product) — from taking a whole year the first time to just two months the second time around. Learn the biggest mistakes founders make, why launching early matters, how to get your first users, and what to focus on to build a product people actually want. Whether you're a startup founder, product manager, or just curious about entrepreneurship, this episode is packed with actionable advice and honest lessons from the trenches. Timestamps / Chapters:00:00 – Intro: Our MVP Journey00:19 – Welcome to Just Grow With It00:36 – What is an MVP?01:01 – The Earliest Version: Solving the Core Problem01:20 – Why Start Simple?01:43 – Our First MVP: The Perfection Trap02:48 – Launching Too Late: What We Learned03:09 – Building Fast: Our 2-Month MVP03:27 – Don't Overspend: Using AI Tools for MVPs03:50 – No-Code & AI: Building Without Developers04:29 – How AI Tools Can Help You Build04:45 – Simple, But Usable: Avoiding Overcomplication05:09 – Competing with Big Players05:27 – Project Management vs. Content Scheduling05:44 – Finding Your Unique Value05:45 – Getting Your First Users06:02 – Why Marketing Matters from Day One06:20 – Building a Waitlist & Social Sharing06:41 – Launching to Early Adopters07:06 – Community Building: Facebook & Slack Groups07:48 – Treating Your First Customers Well08:05 – Learning from Real Users08:24 – What to Look for After Launch08:41 – Is Your Product Intuitive?09:08 – Watching Real Users Onboard09:24 – What Features Do People Actually Use?09:42 – Decoding Customer Feedback10:01 – User Experience: Less Clicks, More Value10:46 – Embracing Feedback & Avoiding Churn11:29 – Is This a Real Problem or a Nice-to-Have?12:13 – Going Deep, Not Wide: Focus Your Product12:50 – Saying No to Feature Creep13:46 – Our Short-Term Goal: Be the Best at What We Do14:48 – Q&A and Outro Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of the Mob Mentality Show, we sit down with Henrik Ståhl, a product manager and advocate for collaborative software development, to explore how mob programming, MVPs, and agile leadership can reshape the way teams build products. Henrik shares a unique product manager perspective on mob programming—why it's more than just a coding practice and how it becomes a powerful tool for communication, knowledge sharing, and true collaboration across teams. We dive into what happens when product managers actively join mob sessions, the unexpected benefits for decision-making, and how it reduces waste and rework. We also tackle one of the most misunderstood concepts in product development: the MVP (Minimum Viable Product). Henrik explains why many teams fall into the trap of either shipping low-quality “minimums” or overengineering “full products,” and what viable should really mean. You'll hear insights on how sustainability, scalability, and learning fit into the MVP conversation—whether you're at a large enterprise or an early-stage startup. Finally, we unpack the infamous phrase “Move Fast and Break Things.” Henrik reframes the idea, showing how moving fast doesn't mean sacrificing quality or creating chaos, but instead building the right contingency plans, embracing adaptability, and ensuring that speed leads to sustainable outcomes rather than long-term failures. If you've ever wrestled with questions like: How can product managers contribute directly in mob programming? What does “viable” really mean in MVP? How do you balance moving fast with building lasting, maintainable products? How can teams avoid rework, miscommunication, and wasted effort? …this episode is packed with practical takeaways and perspectives you can use right away.

Wiem, że kusi, żeby od razu wdrożyć sklep z pełnym pakietem wodotrysków. Ale prawda jest taka, że często to droga donikąd.Dlatego w tym nagraniu opowiem Ci o tym, dlaczego warto zacząć od MVP (Minimum Viable Product) i jak taka strategia może:➡️ zmniejszyć ryzyko inwestycyjne,➡️ skrócić czas wdrożenia,➡️ pozwolić zebrać realny feedback od klientów.Podzielę się moimi doświadczeniami z projektów, w których MVP uratowało sezon sprzedażowy, zaoszczędziło setki tysięcy złotych i… czasem sprawiło, że dalszy rozwój wcale nie był potrzebny.Jeśli planujesz nowy sklep internetowy albo migrację z obecnego rozwiązania, to ten materiał może Cię uchronić przed stratą pieniędzy i nerwów.Zobacz, jak podejść do MVP, żeby od pierwszego dnia sklep nie tylko działał, ale i zarabiał.

Hoe zet Polarsteps AI-features in om jouw volgende reis te planen? In deze aflevering spreekt Ruud met Floris, Senior Product Manager bij Polarsteps, over een slimme AI-feature die automatisch nieuwe reizen plant op basis van je eerdere trips, voorkeuren en het gedrag van andere reizigers. Geen gimmick, maar een functionele toevoeging waar gebruikers écht iets aan hebben. Samen duiken ze in het ontwikkelproces: van idee tot lancering, de rol van data, tools, en het team. Een praktische aflevering over hoe je als productteam AI inzet om waarde toe te voegen aan je product. In deze aflevering hebben we het over: Polarsteps, AI in productontwikkeling, gepersonaliseerde reisplanning, slimme AI-feature, productmanagement, MVP (Minimum Viable Product), data als input voor AI, AI en klantwaarde Over deze podcast: Deze aflevering is onderdeel van de speciale reeks ‘AI in Product Development', onderdeel van de Product Owner podcast. In de Product Owner podcast spreken we elke week met een interessante gast uit de wereld van product management en gaan we in op echte ervaringen, lessen en tactieken van product owners, ondernemers en specialisten. De Product Owner podcast is een initiatief van productowner.nl

Marian Saint, a seasoned marketing consultant, expounds upon her trajectory from the corporate realm to entrepreneurship, highlighting the nuances of bootstrapping a business. Her narrative commences with her foundational experiences in the insurance industry, where she observed the challenges faced by seasoned professionals transitioning into new ventures. This observation, coupled with her burgeoning passion for photography, catalyzed her decision to venture into entrepreneurship. She elucidates the pivotal moment in 2020 when corporate restructuring prompted her to fully commit to her entrepreneurial pursuits. Throughout the discourse, Marian elucidates the importance of financial prudence, emphasizing the necessity of maintaining a steady income while nurturing a side business. This dual approach not only alleviates financial pressures but also engenders a disciplined work ethic essential for long-term success. Furthermore, she candidly shares her missteps, notably a significant investment error, underscoring the importance of due diligence and the peril of misplaced trust in business partnerships. Her insights serve as a cautionary tale for aspiring entrepreneurs, emphasizing that meticulous research and a reliable network are paramount to safeguarding one's entrepreneurial journey. Marian's overarching message advocates for a proactive and cautious approach to business, fostering an environment where learning from failures and maintaining financial stability are pivotal to achieving one's entrepreneurial ambitions.Takeaways: In the pursuit of entrepreneurship, establishing a solid financial foundation is paramount for success. One should actively seek to reduce financial stress to foster a conducive environment for business growth. Networking is essential; your connections can significantly influence your business trajectory and opportunities. It's crucial to conduct thorough research before investing in partnerships or ventures to mitigate risks. Embracing the journey of self-development is vital; entrepreneurship is as much about personal growth as it is about business. Taking action and avoiding analysis paralysis is imperative in order to achieve effective business outcomes. Relevant Links:https://themarianmethod.com/https://suitedash.com/

Neste episódio do Canary Cast, Izabel Gallera, sócia do Canary, conversa com Felipe Abramovay, cofundador e CEO da Pilar, empresa que está construindo uma nova infraestrutura para o mercado imobiliário brasileiro com os corretores no centro da estratégia. A Pilar nasceu com uma tese diferente: em vez de competir com os corretores por demanda, decidiu colocá-los no centro da estratégia, oferecendo tecnologia, curadoria e suporte para que eles operem de forma mais eficiente e colaborativa. No episódio, Felipe compartilha sua trajetória de analista de investimentos no Canary até a decisão de fundar sua própria empresa, os aprendizados na transição de investidor para empreendedor e os desafios de escalar um modelo complexo que combina tecnologia, operação e comunidade em um setor tradicional como o imobiliário. Durante a conversa, Bel e Felipe exploram: O papel da confiança, curadoria e cultura para ativar e expandir rede de corretores de alto padrão em São Paulo; O lançamento do Pilar Homes, marketplace B2C da empresa, e os novos desafios desse modelo; A expansão geográfica para outras cidades e os aprendizados ao replicar a operação; Os principais erros e acertos da jornada empreendedora e a importância de construir um modelo próprio de gestão; A visão de futuro para o setor imobiliário, mais distribuído, mais tecnológico e centrado nos profissionais. Ouça agora e descubra como Felipe e todo o time da Pilar estão transformando o mercado imobiliário a partir de uma tese que valoriza o corretor como peça-chave para um ecossistema mais eficiente, tecnológico e que gera valor para todos os atores da cadeia. Convidado:Felipe Abramovay é cofundador e CEO da Pilar, uma startup que está redesenhando o setor imobiliário brasileiro com foco em corretores autônomos, tecnologia e comunidade. Antes de empreender, foi analista de investimentos no Canary. É formado em Administração pela FGV e em Direito pela PUC-SP. Apresentação:Izabel Gallera é sócia do Canary, fundo de venture capital early-stage que investe nos principais empreendedores de tecnologia da América Latina. Desde 2017 no time, Bel acompanha de perto founders desde os primeiros passos da construção de suas empresas até o momento de alta escala. Destaques do episódio:00:01:00 – Introdução e trajetória profissional antes da Pilar00:06:20 – Da ideação à formação da tese: o começo da Pilar00:11:50 – Construção da rede de corretores e evolução do produto com o Pilar Homes00:17:30 – Conquistando a confiança e a demanda dos corretores e os desafios novos na construção do Marketplace B2C00:18:30 – Os corretores como peça central para o modelo de negócio e o desenvolvimento de uma cultura centrada nessa comunidade00:20:00 – Por que a Pilar optou por iniciar as operações no segmento de imóveis de alto padrão00:21:45 – Desafios da expansão do tíquete médio00:22:50 – Sobre tamanho de mercado e diferentes avenidas de expansão. 00:23:50 – Aprendizados da expansão geográfica em Curitiba00:27:10 – Outras possibilidades para Pilar seguir escalando00:29:20 – O mercado competitivo que a Pilar está inserida00:32:00 – Visão de futuro: expansão, novos produtos e impacto no ecossistema00:34:00 – Métricas e a tração da Pilar até aqui00:36:10 – Os maiores erros e acertos da jornada empreendedora00:39:30 – Recomendações de conteúdo e conselhos para quem quer empreenderConteúdos indicados no episódio:Livros "The Secrets of Sand Hill Road" de Scott Kupor Livro essencial para entender como funciona o venture capital no Vale do Silício. Foi o primeiro livro que ele leu ao entrar no Canary e o ajudou a entender o que é uma empresa “venture-backable”. "A República Tecnológica" de Alex Karp (CEO da Palantir) Livro provocativo que aborda o propósito de empreender, o papel da tecnologia na sociedade e reflexões filosóficas sobre o papel das empresas na geopolítica e inovação. Felipe destaca que não é um livro “receita de bolo”, mas sim provocador e valioso. Podcasts Acquired com Ben Gilbert and David Rosenthal Podcast sobre a história de grandes empresas, modelos de negócios e decisões estratégicas. Invest Like the Best com Patrick O’Shaughnessy Episódios com investidores e empreendedores que exploram temas como estratégia, construção de produto e capital allocation. 20VC (The Twenty Minute VC) com Harry Stebbings Podcast clássico no mundo de venture capital, trazendo conversas rápidas com fundadores, investidores e operadores. Newsletters / Outros Term Sheet – da Fortune Newsletter que compila rodadas de investimento e negócios no ecossistema global. Felipe menciona que assina há anos e gosta de acompanhar para ver o que está acontecendo no mundo. Glossário de termos em inglês citados no episódio: Marketplace – Plataforma digital que conecta diferentes agentes (como corretores e compradores) para facilitar transações comerciais. B2B (Business to Business) – Modelo de negócio em que uma empresa vende produtos ou serviços para outra empresa. No contexto da Pilar, refere-se ao marketplace operado entre corretores. B2C (Business to Consumer) – Modelo de negócio em que uma empresa vende diretamente para o consumidor final. Pilar Homes é o braço B2C da Pilar. Supply – Oferta ou fornecimento. No episódio, refere-se aos imóveis ou corretores disponíveis na plataforma. Demand – Demanda. Refere-se à busca de compradores por imóveis na plataforma. Go-to-market – Estratégia de entrada ou expansão de produto em um mercado, incluindo definição de canais, público-alvo e comunicação. MVP (Minimum Viable Product) – Produto mínimo viável. Versão inicial de um produto com funcionalidades básicas para validar sua proposta com usuários reais. Pipeline – Fluxo ou funil de oportunidades. No episódio, usado no contexto de análise de investimentos no Canary. Track record – Histórico de desempenho. No caso da Pilar, usado para avaliar a reputação e experiência dos corretores que entram na rede. Bypass – Prática de desintermediação, quando um corretor tenta fechar uma transação diretamente, burlando a rede. Asset-light – Modelo de negócios com baixa dependência de ativos físicos. Break-even – Ponto de equilíbrio financeiro de uma operação. Benchmark – Referência de mercado ou padrão de comparação. Search fund – Veículo de investimento criado por empreendedores para buscar, adquirir e operar uma empresa já existente. Cold reach (Cold InMail) – Abordagem fria a contatos no LinkedIn ou e-mail, sem relação prévia. Founder – Fundador de uma startup ou empresa. Funding – Captação de investimento. Venture-backable – Termo usado para descrever empresas com perfil atrativo para receber investimentos de venture capital. Playbook – Conjunto de boas práticas, estratégias e processos operacionais documentados. Roadmap – Plano de execução e evolução do produto ou da empresa ao longo do tempo. See omnystudio.com/listener for privacy information.

In this episode of Building Better Developers, Rob Broadhead and Michael Meloche revisit their earlier topic from “User Stories Unveiled – A Developer's Guide to Capturing the Full Narrative.” They add structure and talking points—some suggested by ChatGPT—but the real focus remains on how to effectively use user stories in software development. At their core, user stories help teams communicate purpose and intent. They turn generic requirements into actionable, testable narratives that align with real-world needs. The Power of Story: A Proven Format for Software Success User stories follow a simple but powerful structure: As a [user], I want [feature], so that [benefit]. This format helps everyone—from developers to stakeholders—understand what's needed and why. For instance: As a customer, I want to check my account balance so I can make smart spending decisions. Even that brief statement can imply multiple technical requirements. Rob explains how this format helps uncover both functional and non-functional needs—making user stories in software development a critical tool for better results. Turning User Stories Into Requirements That Work Michael takes the discussion deeper by showing how user stories translate into system requirements. Each story triggers important “what if” scenarios: What if there's no balance data? How should errors be handled? What's the next logical user action? These questions drive refinement. The more complete the story, the fewer assumptions developers have to make. When applied well, user stories in software development help identify edge cases and clarify expectations early. Using User Stories in Software Development to Drive Testing Another benefit of user stories? They support test-driven development (TDD). Michael points out that frameworks like Cucumber allow you to write test cases in plain, user-focused language. These tests validate features against the original intent of the story. User stories help developers think from the user's perspective. Instead of focusing on implementation first, they focus on proof. What needs to work—and how do we confirm that it does? What Makes a Great User Story in Software Development? Rob introduces the INVEST model, a proven framework for evaluating user stories: Independent Negotiable Valuable Estimable Small Testable These qualities ensure that stories are manageable, relevant, and easy to test. The team emphasizes avoiding overly technical stories that don't reflect user value. The goal is always to create stories that can guide discussion, development, and testing without confusion. Pitfalls to Avoid When Writing User Stories One major mistake? Saying “Just tell me what to build.” Rob warns this is a dangerous mindset that reduces developers to order-takers. Instead, good developers ask why, challenge assumptions, and uncover the real goals behind each feature. Michael notes that in smaller teams, developers often take on the role of product owner or analyst. That means refining and sometimes even writing the user stories themselves. In those cases, clarity and curiosity become essential to avoid rework or misalignment. Prioritizing and Revisiting User Stories in Software Development Not every story belongs in version 1.0. The hosts advise teams to revisit their backlog and separate must-haves from nice-to-haves. Many projects waste time building features that never get used—often because they weren't properly vetted. Use user stories to define your MVP (Minimum Viable Product). Anything outside of that can go into a backlog for future releases. This helps teams stay focused and deliver real value quickly. Final Thoughts: Better Stories, Better Software This episode reinforces a simple truth: user stories in software development are a gateway to better communication, clearer requirements, and stronger software outcomes. When teams understand the who, what, and why of every feature, they build smarter solutions faster. Callout: Don't Code Without a Story Before you build anything, ask: Who is this for? What do they want? Why does it matter? Let purpose drive your process—and let the user lead the story. Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources How to write effective user stories in agile development? The Importance of Properly Defining Requirements Changing Requirements – Welcome Them For Competitive Advantage Creating Your Product Requirements Creating Use Cases and Gathering Requirements The Developer Journey Videos – With Bonus Content Building Better Developers With AI Podcast Videos – With Bonus Content

Have a business idea? It's HARD to get it off the ground. In today's episode of the Get Over Yourself Podcast, Brandon walks you through getting out an early MVP (Minimum Viable Product), presenting it to early adopters for validation, and how to fund the business in the early, early days to get rolling. If you want to contact Brandon or see his other content, click here - https://linktr.ee/getoveryourself_podcast

Subscribe to The Best Idea Yet here: https://wondery.com/links/the-best-idea-yet/Pop quiz: What's the longest-running video game in history? It's not Pac-Man or Donkey Kong or even Pong… it's The Oregon Trail. A true pioneer (and we don't just mean the ones in the covered wagons), the Oregon Trail has sold more than 65 million copies (that's more than the Beatles' White Album) and it spawned an “edu-tainment” industry now worth over $6B. But this wholesome game was created by three Minnesota student teachers, without a single thought towards making money… which is exactly why Oregon Trail made so much of it. Find out why this iconic game is a textbook MVP (Minimum Viable Product)… how an acquisition by Shark Tank's “Mr. Wonderful” almost led to a collab with Barbie… and why the Oregon Trail is the best idea yet.Subscribe to The Best Idea Yet for the untold origin stories of the products you're obsessed with, and the bold risk takers who brought them to life. Episodes drop every Tuesday, subscribe here: https://wondery.com/links/the-best-idea-yet/—-----------------------------------------------------GET ON THE POD: Submit a shoutout or fact: https://tboypod.com/shoutouts FOR MORE NICK & JACK: Newsletter: https://tboypod.com/newsletter Connect with Nick: https://www.linkedin.com/in/nicolas-martell/ Connect with Jack: https://www.linkedin.com/in/jack-crivici-kramer/ SOCIALS:Instagram: https://www.instagram.com/tboypod TikTok: https://www.tiktok.com/@tboypodYouTube: https://www.youtube.com/@tboypod Anything else: https://tboypod.com/ See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Cześć! W dzisiejszym odcinku "Rozmów na Zapleczu" goszczę Łukasza Bajsarowicza, eksperta e-commerce, który od lat wspiera klientów w Stanach Zjednoczonych i Europie przy wdrażaniu sklepów internetowych. Łukasz to Solution Architect specjalizujący się w Magento, Adobe Commerce, BigCommerce i Shopify, a jego doświadczenie obejmuje współpracę z firmami o rocznych obrotach sięgających nawet 22 mln dolarów.W trakcie rozmowy porównujemy podejście polskich i amerykańskich klientów e-commerce do wdrażania nowych funkcji i platform sprzedażowych. Dowiesz się, dlaczego MVP (Minimum Viable Product) w USA to standard, a w Polsce często dąży się do "dopieszczonego" sklepu od samego początku. Dyskutujemy o tym, jakie błędy popełniają właściciele e-commerce, którzy chcą zrealizować wszystko naraz, oraz jakie są największe różnice w zarządzaniu projektami w Polsce i USA.Nie zabraknie również historii o tym, dlaczego amerykańscy klienci bardziej ufają ekspertom i opierają swoje decyzje na liczbach, a polscy przedsiębiorcy wolą polegać na własnych przekonaniach. Łukasz dzieli się praktycznymi przykładami i swoimi doświadczeniami, pokazując, jak można uniknąć typowych pułapek przy wdrażaniu sklepów internetowych.W dzisiejszym odcinku dowiesz się między innymi:

Say thanks and learn more about our podcast sponsor Omnisend. I sat down with Brian Coords to dive into WordPress 6.7 and specifically the new Twenty Twenty-Five default theme. While 6.7 might not seem like a groundbreaking release at first glance, it's laying important groundwork with features like block bindings and improvements to the block editor. Brian and I had an interesting discussion about the Twenty Twenty-Five theme's minimalist approach and how it differs from Twenty Twenty-Four in terms of default homepage layouts and patterns.What really caught my attention was our conversation about the evolving WordPress landscape, particularly how AI tools are changing the game for web development. Brian made a great point about how AI isn't necessarily going to replace developers, but it's dramatically reducing the time from idea to MVP (Minimum Viable Product). This led us into a deeper discussion about WordPress's role in an increasingly AI-powered world and whether the open-source argument will remain as compelling when people can quickly build solutions using AI and proprietary platforms.We wrapped up with some thoughts on the future of social media, RSS feeds, and the importance of owning your content - themes that continue to be relevant in our WordPress community even as new platforms emerge.## Key Takeaways for WordPress Professionals- WordPress 6.7 introduces block bindings, allowing blocks to pull data from custom fields (though currently requiring code to implement)- Twenty Twenty-Five theme takes a more minimal approach compared to Twenty Twenty-Four, focusing on photography and artistic content- New preference toggle allows users to disable the pattern suggestions popup when creating new pages- Theme switching between Twenty Twenty-Four and Twenty Twenty-Five isn't seamless - expect to rebuild content- The Patterns UI in WordPress could benefit from improvements in discoverability and organization- AI tools are changing how quickly people can build MVPs, potentially affecting WordPress's market position## Important URLs & Resources- WordPress Playground: https://playground.wordpress.net- Brian's YouTube channel: @BrianCoords - WP Minute subscribe page: https://wpminute.com/subscribe ★ Support this podcast ★

In this insightful interview, Anya Chin, founder and CEO of Taelor, shares her journey of creating an AI-driven fashion rental service for men. She discusses her background in tech, including roles at Facebook, eBay, and McDonald's, which influenced her approach to product development and customer engagement. Anya explains how Taelor was founded to solve a common problem for busy professionals who want to look stylish without the hassle of shopping or laundry. She elaborates on the importance of validating hypotheses early on, her approach to MVP (Minimum Viable Product) testing, and the power of combining AI with human stylists. Anya also dives into customer discovery, the challenges of product-market fit, and her unique approach to supplier partnerships. Through anecdotes about resilience and leveraging her past experiences, she offers valuable insights for aspiring entrepreneurs. Taelor — Men's wardrobe rental with expert styling.✨.png 30% off first month with code: Lowell30. using link: https://taelor.style/pages/membership?utm_source=podcast&utm_medium=podman&utm_campaign=lowell Give the gift of time and confidence!Taelor Gift Card: https://taelor.style/products/menswear-rental-gift-card?utm_source=podcast&utm_medium=podman&utm_campaign=lowell

Powiadają, że zrobione jest lepsze od doskonałego. W świecie start-upów popularna jest strategia MVP (Minimum Viable Product). Polega ona na tym, aby szybko wprowadzić produkt na rynek, zbierając przy tym informacje zwrotne od klientów. Dzięki temu można ocenić, jak produkt jest odbierany, jakie są reakcje użytkowników, co trzeba poprawić lub zmienić. O tym, jak dobrze przeprowadzić MVP, dlaczego czasem warto celować w lokalny, a nie globalny rynek, a także o tym, jak orientować się w problemach klientów, rozmawiają Bartek Pucek i Jarosław Kuźniar. Punktem wyjścia do rozmowy jest m.in. książka "Metoda Lean Startup. Wykorzystaj innowacyjne narzędzia i stwórz firmę, która zdobędzie rynek" Erica Riesa. Przypominamy jeden z najchętniej słuchanych odcinków podcastu Technologicznie. Uwielbiasz podcasty? Słuchać, tworzyć, produkować, wszystko naraz? Zapisz się na newsletter Voice House o świecie podcastingu ► ⁠https://bit.ly/newsletterVoiceHouse⁠ Masz pomysł na rozmowę? Napisz ► office@voicehouse.co

In this solocast of the DealQuest Podcast, I dive into the potential hazards of focusing too much on raising capital for your business. While securing funding can be crucial, it's essential to ensure it doesn't detract from your core business activities and growth strategies.This episode is packed with insights for entrepreneurs and business leaders who are considering or currently engaged in fundraising efforts. I share critical considerations on how to balance the pursuit of capital with the actual development and strategic execution of your business. EVALUATE YOUR INDUSTRY AND DEVELOPMENT STAGE When considering raising capital, it's crucial to conduct thorough research into the funding history of your industry. Some sectors have well-established funding pathways and are more attractive to investors due to historical performance and growth potential. For example, technology and healthcare often have robust investment histories, while niche markets may struggle to attract the same level of interest. Understanding where your industry stands can significantly impact your strategy and help you identify the best approach for seeking investment.In addition to researching your industry, you need to assess your company's development stage. Early-stage companies typically need to provide more proof of concept to entice investors. This might include developing a successful MVP (Minimum Viable Product) that demonstrates your product's viability and market potential. Investors want to see tangible evidence that your business model works and that there is demand for your product or service. This proof of concept can be a critical factor in securing funding. TIMING AND COST OF EARLY CAPITAL Securing early-stage capital often comes at a high cost, requiring you to give up a larger equity share in your company. This can be a tough decision, as giving away too much equity early on might limit your control and future earnings. It's essential to weigh the immediate benefits of securing capital against the long-term costs. Will the funding help you scale quickly enough to offset the loss of equity? Carefully consider how much equity you are willing to part with and at what valuation.Pitching to investors, especially at an early stage, can be a valuable learning experience. However, it's vital to ensure that you are genuinely ready for this step. Pitching too early can lead to unfavorable terms, such as investors demanding a significant equity stake for relatively small amounts of capital. This can also be a time-consuming process that might distract you from developing your product or service. Therefore, it's crucial to balance the benefits of early-stage pitching with the readiness of your company to handle investor scrutiny and demands. IDENTIFY THE RIGHT INVESTORS Evaluating whether your company is suitable for raising funds from friends and family is another critical step. Friends and family rounds can be a viable source of early-stage funding, especially if your personal network is willing and able to invest in your venture. However, not everyone has access to this type of capital, and mixing personal relationships with business can sometimes lead to complications. It's essential to ensure that both parties are clear about the risks and expectations involved.If friends and family funding isn't an option, your next focus should be on attracting professional angel investors. Angel investors typically look for companies with some level of traction and growth potential. This means you'll need to show evidence of your company's progress, such as user metrics, revenue growth, or strategic partnerships. Demonstrating your ability to achieve milestones can make your company more appealing to these seasoned investors who are looking for promising opportunities with the potential for significant returns. EVALUATE FUNDING SUCCESS BEYOND RAISING CAPITAL How you deploy the funds is critical to your company's success. Simply securing investment does not guarantee that your business will thrive. It's important to have a clear plan for how you will use the capital to achieve your strategic goals. Look at other companies that have raised funds successfully and analyze their use of capital. Learn from their successes and failures to avoid common pitfalls and maximize the impact of your funding.Additionally, consider the long-term implications of early funding. While early-stage investment can provide the necessary resources to accelerate growth, it can also come with strings attached, such as stringent performance expectations from investors. Analyze whether early-stage funding helped or hindered other companies in the long run. Did it lead to sustainable growth, or did it put undue pressure on the founders? Use these insights to inform your own strategy and make more informed decisions about when and how to seek investment. UNDERSTAND THE FUNDING ENVIRONMENT The availability and flow of capital can fluctuate based on broader economic trends. For example, during economic downturns, investors may become more cautious and selective about where they put their money. Conversely, in a booming economy, there may be more capital available, but also more competition for investment. Understanding these trends will help you time your funding efforts effectively and approach the right investors at the right time.In addition to economic conditions, keep an eye on trends within your industry. Certain sectors may be more attractive to investors at different times due to emerging technologies, regulatory changes, or shifts in consumer behavior. Being aware of these trends can help you position your company more favorably and increase your chances of securing investment. For example, if there is a growing interest in sustainable products, companies in the green tech sector might find it easier to attract funding.ALGIN WITH BUSINESS OBJECTIVESSeeking capital should support your strategic goals, not distract from them. Ensure that the pursuit of investment is in line with your vision for the company and that it helps you achieve your long-term objectives. This alignment will help you stay focused and make more strategic decisions about your business growth.Finally, be realistic about your company's readiness for funding. Assess whether your company is truly prepared to seek investment and what type of funding is most appropriate. Not all businesses are ready for venture capital, and for some, bootstrapping or smaller, incremental investments might be a better fit. Honest self-assessment will help you avoid the pitfalls of seeking capital prematurely and ensure that you are making the best choices for your company's growth and sustainability.Tune into Episode 309 - Solocast 69 to uncover how to avoid common pitfalls and make informed decisions about capital and growth. I provide a comprehensive look at how to balance capital raising with effective business management. Whether you're an entrepreneur navigating the fundraising landscape or simply seeking to refine your growth strategy, this episode offers valuable perspectives to guide your journey.• • •For more insights on balancing capital and business growth:Listen to the Full DealQuest Podcast Episode Here: [https://www.coreykupfer.com/podcasts/dealquest-podcast-with-corey-kupfer]• • •FOR MORE ON COREY KUPFER:*[Corey Kupfer's LinkedIn](https://www.linkedin.com/in/coreykupfer/) [Corey Kupfer's Website](http://coreykupfer.com/) Corey Kupfer is an expert strategist, negotiator, and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast. Get deal-ready with the DealQuest Podcast with Corey Kupfer, where like-minded entrepreneurs and business leaders converge, share insights and challenges, and success stories. Equip yourself with the tools, resources, and support necessary to navigate the complex yet rewarding world of dealmaking. Dive into the world of deal-driven growth today!

APAC always ranks low in global engagement surveys. At the very bottom of the APAC calculation sits Japan. Part of the reasons are language and cultural. The translations from English can sometimes be off the mark and lead the Japanese to score lower.  I always recommend carefully checking the translations to try to tighten them up and make the meanings clearer. Other hurdles can be cultural.  One question often asked is “would you recommend the company to your family and friends as a place to work”.  This is a straightforward question in most countries, but not in Japan.  The sense of responsibility and accountability here is high and those taking the survey will answer this question with a low score.  It isn't because they don't like the company, but they are risk averse.  They worry if they recommend the company, their family or friends may complain to them and quit the company because it is not a match.  Alternatively, they worry the company will complain to them about the person they recommended.  They see no upside here and so the best course of action is to score low on this question. There is hope, though, to see those scores go up.  They may never reach the zenith of your Brazilian or Indian colleagues, who always seem to shoot the lights out when answering these engagement surveys. There are three leverage points for gaining greater engagement amongst employees.  1.        Relationship With the Supervisor This is obvious as it covers one of the most high contact relationships inside the company and, as we say, we don't quit companies – we quit bosses.  Has the leader made clear the purpose of the business?  This is often assumed to be understood, so there is no conversation on this point.  Let's not assume anything and make it clear.  The goals and objectives are critical to the organisation's success, so let's make sure we keep repeating what they are. The leader's job is to understand how the staff feel about their work and the company, and the only way to do that is through conversation.  Sounds simple except that time is so limited and we are all cutting corners and being “efficient” with our time, which means not a lot of opportunity to ask staff about how they are feeling. Taking orders from the boss makes for a dull day and a dull work environment.  Not many people want to be micro-managed that way.  As the leader, we need to give people direction and the freedom to decide how to achieve the goals. 2.         Confidence In Senior Leadership Business is a cutthroat struggle for survival.  In the days of sail, everyone entrusted their lives to the skill, knowledge and experience of the captain to deliver them safely to their destination.  In 1834, my ancestors sailed for months across the raging seas from Bristol to Tasmania. Luckily they made it or I wouldn't be here writing this blog.  Today, our sailing ships have been replaced with company formats to make sure our job security and therefore our livelihoods are protected and made safe. Do the big bosses walk the talk about the values they promulgate?  Are they communicating changes and constantly reinforcing the purpose?  Do we feel like cogs in the wheel as the organisation grinds out shareholder value and enriches the bosses?  Or do we feel valued as a priority in the success of the enterprise? Are they competent enough to make sure the company can survive and even better prosper so that we have career opportunities to grow and flourish?  If the answers to these fundamental questions are not positive, then our people will not be engaged and, in fact, may be actively seeking greener pastures. 3.        Pride in the Organisation In Japan, when people think about joining a company or changing companies, their spouse, parents, in-laws and grandparents will all have opinions about the decision.  This becomes even more important as a consideration when we are talking about foreign enterprises.  The gold standard are the biggest, safest Japanese companies, then comes the less big, but still safe middle size Japanese companies and bringing up the rear are the foreign companies. Knowing this, as leaders we have to work hard to make sure everyone is motivated and proud to work in our organisation. Purpose has to be stressed over and over to smooth out the bumps which confront every company.  The public persona pf the company has to be one of a good citizen adding value to Japan.  Japanese staff are very focused on their relationship with customers and the company has to respect that. Foreign based CFOs come up with crazy ideas which destroy that trust.  A common idea is that if we have a 100% no defect rate, we will make less profit than if we tolerated a 3% defect rate, so let's go for the money.  This is abhorrent to Japanese staff and is a huge demotivator.  The MVP (Minimum Viable Product) idea may be popular in Silicon Valley ,but it doesn't have a place in Japan because the buyers expect it to work perfectly and completely from the get go. Japan is different in many ways and engagement of employees is certainly one area of prominence.  We can improve the engagement scores, if we know what we are doing and can consistently execute on the basics.  

A new 3PL Live Podcast episode is out now with CEO of Greenscreens.ai Dawn Salvucci-Favier.   Greenscreens just announced a new product at TIA called Ignite.   We sat down with Dawn to speak about what goes into a product MVP (Minimum Viable Product).   To develop the MVP:   Market demand Verified Market differentiation identified Developed wireframes   Salvucci-Favier noted that clients often struggle to articulate their needs to software providers, but they can readily identify what is lacking or incorrect.   P.S. Be sure to reach out to our team if you would like to see Greenscreens in our environment.  The link to the episode is in the notes.

Prepare to be inspired today! In this episode, we sit down with the remarkable Yasmin Bashirova, an entrepreneur and activist with a diverse background in energy resource engineering, finance, and strategy. Yasmin is an advocate for social justice and human rights, a mentor for emerging professionals navigating uncertainty, and a finance leader in the startup community. Currently, she's transitioning into the AI space as the founder of Wrapt, offering packaging specification management solutions tailored to the CPG industry. Conversation Highlights Yasmin's Nomadic Journey: Yasmin shares her background, having lived in various countries like Ukraine and Azerbaijan before settling in California. She draws inspiration from her grandmother, a pioneering entrepreneur in the Soviet Union, who instilled in her a passion for innovation and activism. From Engineering to Finance to Entrepreneurship: Yasmin discusses her unconventional career path, transitioning from energy resource engineering to finance, and eventually diving into entrepreneurship. She emphasizes the importance of adaptability and seizing opportunities for growth. Identifying Opportunities in the CPG Industry: Yasmin explains how she recognized a niche in the consumer packaged goods (CPG) industry, particularly in packaging optimization. She highlights the challenges CPG companies face, such as scattered data and complex collaboration processes. Building Relationships and Gathering Insights: Yasmin shares her strategy for entering unfamiliar industries, emphasizing the value of building genuine relationships with industry experts. She leverages their insights to develop a deep understanding of market needs and pain points. Scaling Product Development: Yasmin discusses the transition from MVP (Minimum Viable Product) to achieving product-market fit. She stresses the importance of continuous feedback from customers and staying responsive to their evolving needs. Balancing Customization and Scalability: While Yasmin acknowledges the temptation to customize products for individual customers, she emphasizes the need to find common denominators and maintain scalability in product development. Keeping Customers Engaged: Yasmin shares her approach to keeping customers excited about the product, likening it to an ongoing narrative where each update builds anticipation for the next. She emphasizes the importance of soliciting feedback to drive innovation. Yasmin's journey exemplifies the power of adaptability, resilience, and community-building in entrepreneurship. Her insights offer invaluable guidance for aspiring founders navigating unfamiliar industries and scaling their ventures. Join us in embracing the spirit of innovation and pivoting towards success!   Connect with Yasmin and Wrapt Wrapt: https://www.trywrapt.com/ Yasmin Bashirova: https://www.linkedin.com/in/yasminbashirova/   Disclaimer: The content presented in this podcast episode is for informational purposes only and does not constitute professional advice. Listeners are encouraged to conduct their own research and seek appropriate guidance for their specific circumstances.

This week, Dan Neumann and Justin Thatil are joined by Erik Lindgren to discuss the concepts of MVP (Minimum Viable Product) and MMP (Minimum Marketable Product) and the differences between them.   In this episode, they explore an example of a successful brand that started the simplest way possible and became a multimillion-dollar success a decade later!   Key Takeaways Erik shares the story of Honest Tea, which grew into a multimillion-dollar company. They started with the MVP (making tea at Eric's home to sell later), and ten years later, Coca-Cola bought forty percent for forty-three million dollars. What is the simplest way to get to the market fast? Start with the minimum to get on the market and test your idea. It is crucial to shift from an existing platform to a new one with the minimum risk possible. What is the difference between MVP and MMP? MVP: We are unsure if there is a market for this product, who will buy it, and how they will respond to it; for that, you put together a business hypothesis. MMP: What is something that the market will really adopt broadly? There is a considerable risk in taking the Big Bang approach to a project. An integrative and incremental approach seems more effective than redoing the entire ERP system before going live. Grow a system organically instead of trying to do it all at once. A team must ensure they know whom they are solving a problem for to focus£ on what matters most. Mentioned in this Episode: Watch Flamin'Hot Documentary Scrum@Scale Framework   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!  

Ep. 142 We're taught to give things our best. But what if, with respect to business and ideas in the beginning, that's the absolute worst thing you should do? My goal is that, by the end of this episode, not only are you convinced that you may not need to dive in with both feet, but also that you have an idea of what you should do next in exercise of validating your business ideas. This episode is about building your MVP: Minimum Viable Product. I hope you gain a lot of insights and inspiration from it! Follow Will Lucas on Instagram at @willlucas Learn more at AfroTech.com https://instagram.com/afro.tech Learn more about your ad-choices at https://www.iheartpodcastnetwork.comSee omnystudio.com/listener for privacy information.

In the dynamic world of business, wise entrepreneurs and visionary leaders know that every cloud has a silver lining. Despite the economic challenges we face today, this is the golden opportunity to assemble a team of super-talented individuals who will be the driving force behind your future triumph. Success, after all, is not about luck; it's about foresight, strategy, and action. As the saying goes, "In the midst of every crisis, lies great opportunity." And right now, with the economy in flux, lies a unique chance to set the stage for tomorrow's prosperity. The first step to securing your entrepreneurial dreams is to seek out and recruit exceptional talent, the kind that can transform your vision into reality. Why Now? Quality Talent is More Accessible: During an economic downturn, many incredibly talented individuals may find themselves in the job market. These diamonds in the rough are often overlooked during booming times when businesses are reluctant to take risks. Seize this moment to spot and acquire the kind of talent that could elevate your enterprise to new heights. Building a Competitive Edge: As the economy recovers, your MVP (Minimum Viable Product) team will be a step ahead of the competition. They've already been working together, honing their skills, and learning to navigate challenges. You'll have the upper hand in a recovering market, allowing you to outperform your competitors. Investing for the Future: The greatest success stories often emerge from the toughest times. By building your dream team now, you're not just focused on immediate gains but also laying the foundation for long-term success. The team you create today will be the driving force behind your company's future achievements. Cultivating Loyalty: Hiring exceptional talent in tough times sends a powerful message – you are a visionary leader who values and invests in your team. This loyalty is often repaid tenfold as your employees become dedicated, passionate advocates for your business. How to Attract Super-Talented Employees: Compelling Vision: Paint a vivid picture of the future. Talented individuals want to be part of something bigger than themselves, so communicate a compelling vision for your company. Competitive Compensation: While financial stability may be challenging during an economic downturn, offering competitive compensation and benefits will help attract the best talent. Flexible Work Environment: Flexibility, especially in work arrangements, can be a powerful magnet for talent. Embrace remote work, flexible hours, or other innovative work structures. Professional Development: Top-notch talent is driven by growth. Invest in their training and development, and you'll not only attract them but retain them for the long haul. Showcase Success Stories: Share stories of your past successes and how your vision has taken flight. This kind of narrative can be incredibly inspiring and make potential employees eager to join your journey. In the challenging times we find ourselves in, it's the visionaries who seize the moment and position themselves for success. By seeking out super-talented employees and building an MVP team, you're not just braving the storm, but ensuring a triumphant tomorrow. Your journey towards success begins now – take that first step, and the world will follow your lead! Seizing the Opportunity in Economic Uncertainty: Building Your MVP Dream Team In the ever-evolving landscape of business, those who dare to dream and take calculated risks often emerge as true champions. While the economy may seem unsteady, astute entrepreneurs recognize that this is the ideal moment to create a superstar team that will spearhead their future success. In the spirit of Success magazine, let's delve deeper into why this is your golden opportunity and how to assemble your MVP (Minimum Viable Product) team for a brighter tomorrow --- Send in a voice message: https://podcasters.spotify.com/pod/show/wayne-weathersby/message Support this podcast: https://podcasters.spotify.com/pod/show/wayne-weathersby/support

Is your social impact business ready for investors? Do you know where to find the right investor? Today's episode is the first part of a two-part series on Investment Readiness, and we kick off this conversation with someone who has been putting his money where his heart guides him for almost 40 years, Don Simmons. Don is the Founder and CEO of the Steward Advisors Group, is the Author of the life-changing book "The Steward Investor," and is the kind of investor who prioritizes maximum societal transformation over RoR (rate of returns). Getting access to financial capital depends not only on how organized your social impact business is, how good your MVP (Minimum Viable Product) is, or even if you have a smooth data and accountability mechanism, you must also find the right investor. Still, to make this match made in heaven a reality, you must know where to look for. Tune in and listen to the forty-second episode of the Avant-Garde Entrepreneur podcast. You will learn what exactly investors look for in social enterprises, what details make impact businesses irresistible to them, and what ponds you should fish on to get the right investor for your company. Dom also shares his experiences as a lifelong investor, his favorite social impact businesses to work with, advice for the new generations of social entrepreneurs, and much more. In This Episode, You Will Learn:A bit about Don's background and experience as an impact business investor (3:20)How to get your MVP on point (10:20)There are two types of investors (16:50)How to discover the perfect investors' network for you (27:40)Dom talks about the kind of social impact businesses he likes to work with (34:30)Connect with Dom:LinkedInGet Don's book! The Steward Investor: Investing God's Resources for Eternal ImpactResources:Quiz! What's Your Social Entrepreneur Style?Avant-garde Entrepreneur Academy WaitlistLet's Connect!WebsiteLinkedInFacebookInstagram Hosted on Acast. See acast.com/privacy for more information.

Join Linkup Studio's CEO, Andriy Sambir, in this enlightening video as he dives deep into the world of building an MVP (Minimum Viable Product). Learn the ins and outs of what an MVP is, when both startups and established businesses should consider creating an MVP, and how to build an MVP that's both efficient for your business and valuable for your customers. This video dispels common misconceptions about the development of an MVP and provides comprehensive reasons why investing time and resources into building an MVP can pay significant dividends. You'll discover how data collection and analytics play a crucial role in shaping an MVP that aligns perfectly with users' needs and expectations. Andriy also presents case studies of thriving businesses that have adopted the MVP development approach, providing a tangible illustration of its effectiveness. These real-life examples further underline the importance of building a minimum viable product for your services and overall business. This video is a must-watch for anyone interested in building MVPs and understanding their true value. Tune in to gain valuable insights on how to build an MVP that can propel your business to new heights. Topics covered: What is MVP and what for? Reasons for developing an MVP Misconceptions related to MVPs Role of analytics and data collection Why should you build an MVP? More examples illustrating the power of MVP When MVP is the key to product success How to build an MVP stages Famous examples of successful MPVs: Amazon, Angelist, and Spotify. Have a brainwave for a new digital product and considering developing a minimum viable product for it? We'd love to hear from you in the comments! We're more than eager to shower you with valuable insights. If this video stirred your thoughts and ignited your curiosity, feel free to give us a thumbs up, press subscribe, and extend this knowledge to your friends and colleagues by sharing. Stay tuned to our channel for more illuminating content and engaging discussions about the evolution from a simple idea to a successful digital product. Follow us on Social Media: Facebook Twitter LinkedIn Instagram Visit us: Website Contact us: info@linkupst.com

Are you active in your fight for whatever challenges you're going through? God sends blessings down to you, but you have to grab them. Christy Felix joins us on this episode to share her entrepreneurship journey to becoming CEO at 24! Christy is the Founder & CEO of UHustle, an online marketing place for students with a side hustle, focusing on helping them create additional sources of income using their skills & their talent. In the session, Christy shares her entrepreneurship journey from high school selling bath & body care products, braiding hair in her dorm to pay for expenses, and becoming CEO of UHustle. She expounds on how the business idea came about, funding her business through pitching competitions that have earned her $65,000 within one year, challenges while doing pitching & a snippet of her elevator pitch. Ultimately, Christy delves into the challenges she's experienced with UHustle, what success means to her & why you should actively fight for your dreams! Chapters [00:15] Introducing today's guest, “Christy Felix.” [02:12] Rapid-fire questions [08:46] Christy's experience as a Third Culture Generation student [10:21] Christy's firm decision cultivated her mind into determination at an early age [12:25] Risky things for Christy starting a company at 24 years [16:21] How UHustle came about [20:50] What is an MVP (Minimum Viable Product) & how did Christy build her first MVP [24:07] Funding her business through pitch competitions [27:02] Christy's challenges doing pitch competitions [29:25] A snippet of Christy's elevator pitch [32:33] Challenges she's experienced along the way with UHustle [39:44] What success means to Christy [43:46] Advice to anyone listening to the podcast [46:59] How to connect with Christy Felix Notable Quotes ● “Opportunities find you along the way. You don't have everything all at once.” (05:35-05:40) ● “For you to get money, you need to fail multiple times & that's part of the process.” (35:15-35:23) ● “You need to get 100 No's to get one Yes” (35:32-35:36) ● “Success isn't a destination. It's a journey.” (41:50-41:53) ● “God will send blessings down to you, but you have to grab them.” (45:06-45:09) Let's Connect Connect with Christy Felix Instagram: https://www.instagram.com/universityhustle/ Website: https://www.uhustle.com/ LinkedIn: https://www.linkedin.com/in/christy-felix/ Connect with Phillip 'Phenom' Robinson Instagram: https://www.instagram.com/phenomspeaks/ LinkedIn: Phillip ‘Phenom' Robinson Website: https://phenomspeaks.com/

Experience the remarkable journey of Wonder AI in this informative YouTube video, as we uncover their path to becoming the fastest-growing company in their industry. Learn the power of bootstrapping and launching an MVP (Minimum Viable Product) to gain early market traction and generate profits. Discover how the founders leveraged automation tools and customer feedback to refine and expand their AI-powered print-on-demand platform. Get ready to be inspired by their resourceful approach, bypassing debt and equity, and achieving remarkable success while prioritizing customer satisfaction and promised results.Instagram: https://www.instagram.com/madebyjace/Let us know what questions you want us to ask our future tech guests and what kind of guests we should interview.Got any questions? Click Here To Check Out ALL Recommended Bootcamps, Discounts & FAQshttps://direct.me/imjustcyrusHere are the 2 bootcamps we most recommend! 1. Careerist (the bootcamp I chose) These courses are 4 weeks long, virtual and are 8pm - 10:30pm Sun- Thur (Eastern). They record their classes In case you miss any. They are not partnered with tech companies, but they fix your resume & LinkedIn to industry standards and they assist you with finding jobs to apply to - in order to help set you up on interviews. They also do interview coaching & provide really good interview cheat sheets. They're about $4k, but I have a $300 discount link that you use with their sales too! The discount Is attached to the link automatically.Careerist Discount Link: https://crst.co/cyrus2. CourseCareers is self paced. You can finish it in 3 weeks or 3 months. They offer tech sales roles only & are partnered with tech companies, so they're usually able to get you a tech career quickly or a paid internship (up to $21/hr) while you wait to get hired on. They only offer courses for people in North America. They're just $449 with my discount code that gives you $50 off! Discount Code: Cyrus50CourseCareers Website Here

“Le Lean c'est très dur pour tout le monde, parce que ça te montre à quel point tu es nul. On dit souvent : il faut être extrêmement dur avec le problème et extrêmement doux avec les gens. Parce qu'on ne cherche pas qui a fait la faute, mais pourquoi la faute s'est passée.” Laurent Kretz reçoit Pierre Leblond, cofondateur d'Arc en Ciel d'intérieur, un consortium de plusieurs marques d'ameublement et de décoration. Pierre nous explique comment la méthode Lean lui a permis de remettre la satisfaction de ses clients et de ses équipes au cœur de ses processus. Il nous partage également son expérience de rachat d'une entreprise et ses conseils pour ne pas se planter. Dans ce nouvel épisode du Panier, vous trouverez des clés pour : Appliquer la méthode Lean pour mettre la satisfaction client au coeur de ses standards [10”15] ; Résoudre chaque problème en en cherchant la racine [18”30] ; S'intéresser à ce que font ses salariés pour limiter les frictions au sein de ses équipes [29”00] ; Assurer la pérennité de l'entreprise que l'on a rachetée en augmentant la satisfaction client et en réduisant le gaspillage. [50”00] ; Réussir son virage omnical en ouvrant une première boutique en mode MVP (Minimum Viable Product) [55”40] ; Travailler avec son conjoint en laissant les problèmes du bureau au bureau [1”05”10] ; Miser sur la carte de l'omnicanalité et élargir son marché pour faire face à un x10 sur les coûts de transport [1”12”00]. Pour en savoir plus sur les références abordées dans l'épisode : La règle : pas de règle ! L'épisode de GDiY avec Thierry Pick L'entreprise libérée Alvo.market La faillite de Made.com Suivez l'actualité du Panier sur notre nouveau compte Instagram ! Inscrivez- vous à la newsletter sur lepanier.io pour ne rater aucun conseil des invités du Panier et cartonner en e-comm ! Pour découvrir tout ça, c'est par ici si vous préférez Apple Podcasts, par là si vous préférez Spotify ou encore ici si vous préférez Podcast Addict. Et n'oubliez pas de laisser 5 étoiles et un commentaire sympa sur Apple Podcasts si l'épisode vous a plu. Le Panier est un podcast du label Orso Media, produit par CosaVostra.

In this episode, John asks subject matter expert Zack Oliver, owner of MatchPoint Connection, to educate listeners about NILs.   Zack's company, an innovator in this NIL space, is  a trusted marketplace for bringing athletes together with brands.  NIL, which is a newer buzzword in college sports, stands for “Name, Image and Likeness,” which is used in brand marketing, bringing new opportunities for college athletes to make money. The market is taking off as a result of a July, 2021 ruling by the NCAA, allowing student athletes to get compensated, based on deliverables. The ruling was expanded in 2022 to allow students to work with donors and alumni of schools through charity, tailgating and other events to get compensated for their appearances and use of NILs. John calls Zack “a genius” for his expertise, yet he also makes it clear he is not one of the early investors. He chose Zack as a guest to educate listeners, based on how articulate and solid he is, based on thorough research John conducted.  Topics covered in this interview:–John's entrepreneurial side hustle in college as owner of his “Star 69” events promotion business, and how challenging it was to make money as a college athlete back then, when restrictions limited time working to breaks and summers off.   –Transfer portals, (where college athletes can change schools) were “a mess” this year, with the largest amount of transfers of all time, according to Zack. –The start of MatchPoint Connection, which is both a mobile and web “app” based on: An algorithm matching businesses to student athletes based on mutual interests, social media following and locations. Chats and transactions are also integrated on the app. The tech developers are in the US, which is important for their understanding of the American sports culture. It aggregates the entire influencer relationship, using Zack's skills as a former trader for CitiCorp to know how to match businesses to sellers (in this case, athletes). The company launched its MVP (Minimum Viable Product) in April, 2021, and has grown to solidify “a good stake” in the South–Alabama, LSU, and Arkansas to name a few. It has also signed its first exclusive deal with a 5-Star athlete who is now in high school. The financing behind the company and its long-term plans. –The future of NIL-related businesses, with a lot of consolidations expected in the next five years due to the number of emerging competitors. –The importance of finding a way to teach these young athletes financial literacy, a concern of John's, so they do not lose all of what they earned quickly. Zack notes that many are 1099 employees who are not always prepared to save for taxes.  They can even be unaware that a car given to them is a taxable asset. About Zack Oliver: In addition to co-founding MatchPoint Connection, Zack is co-founder of Oliver Investment Group in New York, NY.   Zack has both a B.A. and M.S. degree from Northwestern University. He was a Volunteer Group Leader for 3.5 years at Uplifting Athletes, creating football drills for more than 200 young athletes to improve their football fundamentals. Follow Zack: LinkedIn: https://www.linkedin.com/in/zackoliver1/ Website: https://www.matchpointconnection.com/ Instagram: https://www.instagram.com/matchpoint_connection/ Facebook: https://www.facebook.com/Matchpointconnection/   Follow John: Instagram: https://www.instagram.com/johncerasani TikTok: https://www.tiktok.com/@johncerasani LinkedIn:  https://www.linkedin.com/in/johncerasani   More 2000 Percent Raise Episodes and Content: https://linktr.ee/2000percentraise   Produced by: https://socialchameleon.us

En el mundo de los negocios, rodearse de la gente indicada es fundamental. No solo para generar contactos sino para motivarte, impulsarte y saber a quién llamar cuando algo en tu startup anda mal. En este episodio Lucas Lopatin (@llopatin) y Cristobal Perdomo (@CristobaPerdomo) te cuentan quiénes son o fueron sus mentores, la importancia de pertenecer a una comunidad y debaten qué tan efectivos son los mensajes en frio y cómo redactar uno que realmente funcione. Hay más… ¿Cuánta plata pensas que necesitas para lanzar tu MVP (Minimum Viable Product)? La respuesta está en este episodio y es mucho menos de lo que pensas. — ShowNotes (2:30) Product Hunt (7:20) la importancia de las Comunidades (14:00) Mentores (20:30) El arte de un buen Mensaje en Frío (Cold Contact) (29:35) Cuánta plata necesitas para lanzar un MVP — ¿Tenes alguna pregunta? Escribinos y seguinos en: Twitter: @CristobaPerdomo y @llopatin Linkedin: Cristobal Perdomo y Lucas Lopatin Visitá: Indie Build - Startup Studio Wollef - Directorio de Startups y venture Capital Unite a la comunidad de Bootstrappeados --- Send in a voice message: https://podcasters.spotify.com/pod/show/indie-vs-unicornio/message

The New Wave Podcast: Daily Conversations On Web3.0, Business, Psychology, Psychedelics & More. A Show For People Seeking Spiritual, Psychological And Financial Sovereignty. Hosted Bya Best-Selling Author, Speaker and Entrepreneur Daniel DiPiazza. Join us for this week's Q&A where Daniel answers questions from his fans live on air. Up today: how to sell your idea or product when the thing doesn't exist yet? Daniel shares some examples from his journey about pitching an MVP. ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ⌛Timestamps⌛(02:14) How can one sell an idea before it's real and get up-front investment  ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~

There was a time where you could push out a really crappy product with a bunch of bugs just to demonstrate a key feature or two.  Millions of dollars have been raised on MVP (Minimum Viable Product) with heavy emphasis on "Minimum".  Not today.  And, it's not just investors that will demand you have a better product.  Customers just don't have the patience.  You don't have to be all things to all people, but you do have to do something really, really well.  We break it down this week.  Before we dig into that concept we look at yet another effort by Apple to get employees back in the office, and the effort by those employees to do anything but that.And, if you're feeling feisty, you can weigh in on Ed's question about Gmail's conversation feature.  If you've got a comment or question for the show, you can e-mail us at show@resultsjunkies.com.  You can find Paul and Ed  online @paulsingh and @pizzainmotion.

Many years ago, my job was to help Australian companies crack the Japanese market.  One of the elements of that job was explaining the Japanese business psyche to the Australian businesspeople targeting Nippon.  As you might imagine this wasn't an easy task, as the mindsets are so different.  White colonisation of Australia started in the late 1700s and the first convicts and settlers arrived into a vast continent, without one permanent structure, bridge, road or port.  Aboriginal life was nomadic.  Hunt everything you can in the area around you, then pack everything up and move to the next location. You didn't need modern infrastructure for that lifestyle.    The consequence has been that the culture built up amongst the early English settlers was very much one of “can do” and optimism that they could tame the heat, droughts, fires, cyclones and floods that are part and parcel of life in Australia.  Six generations ago, my ancestors hacked their way through the bush by hand, to create fields for agriculture and to feed the cattle and sheep. If you couldn't take it, you could always go back to Mother England.   Japan is a also country with no shortage of natural calamities.  Earthquakes trigger fires in cities and wooden houses burn quickly.  They also trigger tsunami and these can wipe out entire towns, as we have seen in 2011. Typhoons and floods destroy crops and building.  Floods and landslides are common.  My super wealthy, famous Japanese friend was walking his dog after heavy rain and a wall suddenly collapsed and killed him.  Japan has volcanos as well and recently the well known Sakurajima volcano has had a major eruption.  This tough environment is part and parcel of Japan and there is no Mother England to retreat to – this is it for the Japanese population.  The mindset of the Japanese in my experience is one of the glass is half-empty and life is difficult.   When I was trying to explain the different attitude between the Aussie glass half full and the Japanese glass half empty approach, I found a useful comparison.  I discovered a graph showing the degrees of business optimism in Australia spread over many years.  Fundamentally the Aussies were positive and optimistic.  Japan has regular tankan surveys of business optimism and fundamentally the Japanese scores are usually negative or very low in terms of positivity.  When you compare the graphs, the results are strikingly different.   Historically, when a person working the land in Australia needed to replace an implement, there would be a six month turn around, as the sailing ship went off to Merry Old England and then sailed back with the replacement.  In the interim, people became innovative and flexible about finding a solution.  It created a “can do” mindset, because there was no choice.  So having these problem solving, positive, “can do” Aussies convincing Japanese buyers to start relying on them was a huge job.  I would show them the graph of how basically for the Japanese the glass was always half-empty and so the Aussies should curb their enthusiasm and approach the sale in a different way.   This is a generalisation and it doesn't make it any less true, but Australia is a country of creating things out of nothing and finding solutions and Japan is more one of caution.  Once you understand that the Japanese are not expecting anything spectacular to happen and are more concerned about things going horribly wrong, then you focus on reducing risk, rather than trumpeting your capability and your successes.  This is where track record, data and “smarts” about doing business in Japan come in.    Japan is a graveyard for MVP (Minimum Viable Product) launches.  The product has to be working extremely well, with no defects or problems. If it has any of these issues, the situation becomes problematic very quickly. Similarly, early adopters in business are a small crowd here.  Basically, in business, nobody wants to go first.  “You trial it, we will watch very, very carefully and if it doesn't blow up, we may take a look at it” is the usual ethos.  Note the word “may”, because even if it goes well, they may not take any action.  You don't get into trouble in a Japanese company for not being a path finder. Steady as she goes is preferred to anything smacking of risk taking.   When things go wrong in Australia, then the suppler gets to work to fix it and if some money needs to change hands as a result, then it gets done and everyone moves forward.  In Japan, you have to fix it, but that isn't where it ends.  You have to head around there to apologise in person, bearing gifts and expect to be lambasted for your poor reliability and shoddy work.  You also have to have forensic detail concerning why this problem occurred in the first place and a detailed, clear plan of making sure it never happens again.  Even then you may be removed as a supplier, especially so if you are not genuinely contrite and authentic in your remorse, for having caused the buyer problems.  Never forget, your buyer has their own buyers. If your problem got shared with their part of the food chain, then you have endangered their trust with their own clients.  This is the most disgraceful and egregious error you can make for any Japanese company who values their reputation and they all value their reputation.   Approach the deal with a solid understanding the Japanese side isn't going to get excited about your widget and that they are world champion sceptics.  Emphasise the track record, safeguards, measurement systems, quality control and the worst case scenario plan of action.  Expect to start small, in order to prove what you say is true.  Keep in mind that apart from you, no one is in a hurry to do the deal and so adjust your expectations accordingly

LinkedIn founder Reid Hoffman once said, “If you're not embarrassed by your first iteration, you launched too late.” Many founders make the mistake of investing a great deal of time and effort into perfecting their product before launching, only to realize that nobody cares about it. So how do you avoid the same mistake?  First, you must validate your assumptions in the least expensive way possible. That's where the MVP (Minimum Viable Product) comes in. Piyush Pamecha joins Patrick in today's episode to discuss the fundamentals of building a successful MVP.  Piyush is passionate about building great products and consumer experiences by continuously keeping in touch with the latest trends and technologies. “One of the most successful MVPs ever is Amazon.” - Piyush Pamecha   In This Episode: - What is an MVP, and why should you build it first? - How to start building your MVP? - What mapping out a user flow means, and why it is important? - Avoiding the common mistakes when building your MVP. - Pros and cons of using low code and no code platforms when building your MVP. - What we need from the client before building their MVP. - Estimated cost and timeline for building an MVP. - Red flags to watch out for when interviewing companies who will build your MVP. - How to measure the success of your MVP and determine if you should move forward with product enhancements or shut down the effort. And more… Connect with Piyush Pamecha : -https://www.linkedin.com/in/piyush-pamecha-aa24a21a9/ ( LinkedIn) Connect with Patrick: - https://saaspartners.io/ (Website) - https://www.instagram.com/patrickbparker/ (Instagram) - https://www.facebook.com/patrickbparker (Facebook) - https://www.linkedin.com/in/patrickbparker/ (LinkedIn) - https://www.youtube.com/channel/UCxq5CTIWCL6X6of8O-1BO5A (YouTube) - https://www.tiktok.com/t/ZTR6DsFns/ (TikTok)

Thomas Watkins is a thought leader, speaker, and industry practitioner located in Houston TX.  He is a life-long learner who has a passion for bringing greater clarity to the world. Thomas has made it his career's focus to combine technology with design psychology in order to drive business success.  He specializes in helping his business partners bring their own brilliant ideas to life, by translating complexity into simplicity.  The scope of his work has included interface design for mobile, SaaS system architecture, usability research, and data visualization. Key Takeaways Defining UX design and the psychology behind itUnderstanding how a user's mind reacts to new interfaceHow has the user community changed over time and how the industry has adapted in order to cope with the new demandsTips on how businesses can better invest in designUser touch points that Thomas and his team are involved in fixing The concept of MVP (Minimum Viable Product) and how to make better judgments without cutting any cornersUser feedback and the effect it has on a company's strategies and cultureTransforming an idea into a user-friendly product  Connect with Thomas LinkedIn - https://www.linkedin.com/in/watkinsthomas/  Website - https://www.3leaf.consulting/  Twitter - https://twitter.com/3LeafMethod 

Yaniv Sneor, co-founder of the Mid Atlantic Bio Angels (MABA), a life science angel investor group, joins Karen Rands on The Compassionate Capitalist Show to discuss the purpose and process of the investor network. The life cycle and milestones used to measure progress and assess risk of Life Sciences companies as an early stage, pre-revenue company, are different than tech or consumer product companies. Often there isn't a tangible MVP (Minimum Viable Product), a prototype, or a beta to validate that the innovation works. Yet MABA seems to have broken the code and figured out how to evaluate, invest, and create a return on investment in the biomed, med tech, life sciences segment. Investors committed to bringing bio and medical innovations to the market are the minority in the broad scope of angel investors and angel investor groups. Learning from those investors that have figured out how to invest wisely and profiably in this complex sector is incredibly valuable. Yaniv and Karen talk about: - Key Milestones to consider that reduce inherent risk - Importance of getting to exit without VC money - How MABA offers Direct Investment and SideCar "Index" Fund Yaniv has held every C-level position and led his companies through merger, acquisition, capitalization, and turnaround leadership with companies ranging from start-up to growth stage. Mr. Sneor is also currently the CEO of Native State Therapeutics, an early state biotechnology company in the neurodegeneration field. More information: MABA Members http://bioangels.net and their co-investment Sidecar Fund https://sidecarfund.bioangels.net/, for non MABA member investors Educated as an economist, Karen Rands is leading the Compassionate Capitalist Movement and author of the best selling Inside Secrets to Angel Investing. http:/InsideSecretstoAngelInvesting.com Video version: https://youtu.be/hsKWwjuLsQY

Don't let ‘perfect' be the enemy of ‘launched.' For any kind of product — from a shirt to a SaaS — the urge to keep tweaking and tweaking before you bring it to market is powerful. But you have to resist it. In business, it's better to create an MVP (Minimum Viable Product), and get […] The post MBA2059 How Good Does Your Product Need To Be Before Launch? appeared first on The $100 MBA.

Don't let ‘perfect' be the enemy of ‘launched.' For any kind of product — from a shirt to a SaaS — the urge to keep tweaking and tweaking before you bring it to market is powerful. But you have to resist it. In business, it's better to create an MVP (Minimum Viable Product), and get […] The post MBA2059 How Good Does Your Product Need To Be Before Launch? appeared first on The $100 MBA.

Listen to learn how to develop software according to what an Investor really wants - Prototype, Requirements Document, Wireframe, Figma or MVP - Minimum Viable Product. Edie Woelfle, Founder of KeiBoarder, joins Karen Rands on this episode of the Compassionate Capitalist Show(tm) to share her insights to help eliminate some of the confusion on the value and functional purpose of these 5 elements of the design and development of a software solution. Edie and Karen also delve into the value of software to automate internal processes for established companies seeking to remove bottlenecks, improve efficiency and increase profit. Stick to the end to hear their fun banter over 'Scrum Ceremony and Backlog Grooming'. Edie Woelfle graduated summa cum laude with a BS in Game Design and Development from Rochester Institute of Technology, and started her career as a game developer. With experience large corporation application development, Edie's experience includes software development and project management for ground-floor startups launching software applications into the market, to Fortune 500 companies needing internal software automations and commercialization of software solutions. Edie, as a skilled solutions architect with a passion for implementing the highest quality solutions for startups and emerging growth companies, she started KeiBoarder to directly impact and help bring innovation to market. Get your Gift: http://keiborder.com Karen Rands, is the leader of the Compassionate Capitalist Movement™ and author of the best selling financial investment primer: Inside Secrets to Angel Investing.  She is an authority on creating wealth through investing and building successful businesses that can scale and exit rich.  Visit http://Kugarand.com to learn how to hire her firm to identify the red flags of deal before you invest or try to raise capital. watch https://youtu.be/A_7ZOEZc-6Q

SponsorsAudible - get a free audiobook from Audible with no strings attached at https://workingcode.dev/audibleThis week on the show, the crew talks about what they've been working on recently. Adam is exploring the use of AWS (Amazon Web Services) message queues and S3 in order to manage nightly data processing in a way that won't crush his application servers. Tim has been approved to use the national "Do Not Call" list and is now working to integrate this list into his communications workflow. Ben is dealing with post-deployment depression, which is often what happens when he's at the end of his R.O.P.E. And, Carol is de-scoping a massive project down into an MVP (Minimum Viable Product) that can be shipped within a single sprint in order to demonstrate the value-add of the concept!Follow the show and be sure to join the discussion on Discord! Our website is workingcode.dev and we're @WorkingCodePod on Twitter and Instagram. New episodes drop weekly on Wednesday.And, if you're feeling the love, support us on Patreon.With audio editing and engineering by ZCross Media.

About Sourjyendu Medda:My next guest on The One Percent Project is Sourjyendu Medda. Sourjyendu is the founder and Chief Business Officer at DealShare. After spending 15+ years with leading Retail and FMCG organisations such as Metro, Raymond and Britannia, Sourjyendu kicked off his startup journey at the age of 40 to build Bharat's first social e-commerce unicorn.Join our No-Spam WhatsApp groupIn this conversation, he talks about:How his experience with Britannia, Raymond and Metro helped him understand and build DealShare.Why has DealShare been able to penetrate a consumer segment that the retail and FMCG giants have not been able to connect with?How to build a consumer-centric business?Building and growing a network of community leaders.How to build an MVP - Minimum Viable Product?His leadership styleWhy is it hard to copy and compete with DealShare?Some Key Highlights:Value creation comes only through building disruptive solutions because another copy can't create value.Communication is critical. However powerful a product may be, if it is not publicised, there will be no market for the product. Communication should be simple, clear and to the point.When you make a difference in the community and solve the correct problems, your career is bound to be better than others.

How resilient is your recruitment business? What will you do the next time there's a financial crisis, like we experienced in 2020? In this interview, my guest Lauren Stiebing describes the experience of her pipeline evaporating in March 2020. She goes on to reveal how she used that setback as an opportunity to create new service offerings that complimented her core business. Best of all, the new Mentoring program she developed aligned with her passion for and commitment to championing gender diversity. Could you recession-proof your recruitment business by creating multiple revenue streams? Listen-in to Lauren describing her process for researching the market, creating a “minimum viable product” and sales strategy leading to a very successful launch.  She also shares how she uses “video sales letters” as part of her fresh and innovative approach towards marketing. Episode Outline and Highlights [02:50] Behind the scenes of a podcast and overcoming nerves. [03:50] What happened at LS International in the last two years? [06:45] Don't panic! Lauren's key lessons learned during this period. [11:03] Had no searches to work on, so she used the downtime to develop a new service offering [12:22] How the need for female talent in leadership roles led to a new venture [16:04] Find out how creating an MVP (Minimum Viable Product) can prevent paralysis by analysis to stop you from proceeding on a new venture [20:03] Lauren shares why they are not planning to grow the mentoring business too quickly [22:50] There is value in taking a step back from your network and seeing with whom you can partner for future ventures [24:30] What did the marketing process look like and how did Lauren include selling through teaching? [25:57] What is a “video sales letter” and why should you create one?  [31:33] What is the value of a landing page? [36:50] Change required that Lauren steps out of her comfort zone, what did she learn from this? [40:00] How to use podcasts to your advantage to build trust with your audience [42:45] Can you hire less experienced recruiters and develop them successfully? Female Mentorship - Answering a Need In the Market When the pandemic hit in March 2020, Lauren suddenly had no searches to work on. She was coming off a record year and had money in the bank, so at first she didn't panic. But as the months went by without any signs of improvement, she realized she had to try something new. “Always analyzing the market, analyzing what is happening and when you see a gap or a need, to really create a minimal viable product and see how the client reacts,” is how Lauren describes her process for developing a new service offering. What Lauren realized is that there was a need for mentorships for female executives.  Her clients often struggled to recruit female talent into leadership roles.  So rather than recruiting outside talent, companies should invest to develop and advance their own female employees so they could promote them internally.  This is how LS Elevate, Lauren's mentorship program came into existence. Her initial goal was to sell 10 mentorship programs in the first year.  However, the sales and marketing campaign exceeded her expectations and she ended up selling 27 - more than double her original target. Now, in the second year of the program, she is ready to expand but is cautious about growing too quickly.  She would rather enjoy sustainable, long-term growth instead of over-extend herself. Especially since her search business has picked up again.  Podcasts Are The Perfect Way to Present Yourself As An Authority Lauren has published roughly 60 podcasts and states that these podcasts play a vital role to earn the trust of potential clients and candidates. When she already has a rapport with these people when they meet for the first time, it makes discussions and negotiations so much easier.  Lauren is also committed to constantly trying out new and different marketing ideas to see what delivers the best results. One of her most effective marketing strategies are “video sales letters.” In this interview, she shares all you need to know to create your first video sales letter.  Plans for Growth and Hiring for Attitude Over Experience Lauren is growing her team once again and I asked what she looks for in a potential hire.  She believes that “learning, agility, and curiosity are what is going to make someone successful.”  comes Lauren's words infused by her own experiences and the many mistakes she made as a young recruiter. Lauren is highly committed to the learning and development of her team and wishes for them to step outside of their comfort zones and to explore wider horizons on the constant journey of self-improvement.  Our Sponsors This podcast is proudly sponsored by i-intro®.  i-intro® is an end-to-end retained recruitment platform. Our technology and methodology allows recruiters to differentiate themselves from the competition, win more retained business, bigger fees and increase their billings. Be sure to mention Mark Whitby or The Resilient Recruiter for a 25% discount. Book your free, no-obligation consultation here: www.recruitmentcoach.com/retained  Lauren Stiebing Bio and Contact Info  Lauren is a small-town girl with big dreams. She has a degree in International Studies from Louisiana State University and Vrije Universiteit Amsterdam. Her passion for head-hunting, top-notch networking abilities and being a skilled judge of people made her an experienced head-hunter. She is the founder of LS International, persevering, hard-working, resilient and has high personal standards.  She is dedicated to the success of every client and candidate with a burning ambition to transform executive search. Lauren specializes in finding the best people for Sales, Marketing, and General Management positions in the consumer goods industry across the USA, Europe, Middle East and Asia. Her relationships with candidates and clients give her a broad and deep knowledge of markets and people. Both clients and candidates acknowledge that they love working with her because of her unique ability to craft solutions that balance client needs with candidate interests. Extensive international travel allows Lauren to pursue her hobbies of collecting currency and attending electronic music events.  Lauren on LinkedIn LS International on Twitter LS International website link LS International Podcast People and Resources Mentioned Larry Weinberg LS International Blog Article  - How to Increase Female Promotability by 66% LS International Careers Connect with Mark Whitby Get your FREE 30-minute strategy call Mark on LinkedIn Mark on Twitter: @MarkWhitby Mark on Facebook Mark on Instagram: @RecruitmentCoach Related Podcast You Might Enjoy TRR 10 How to Build Your Personal Brand As A Recruiter   Subscribe to The Resilient Recruiter

Não importa o tamanho ou a área da empresa, todas se deparam com dúvidas e obstáculos na hora de lançar um novo produto: Por onde começar? Onde e por quem o produto será usado? O que é realmente útil para o usuário? Quais dessas funções são possíveis? Esses são exemplos de algumas das questões que surgem durante o processo. Porém existe uma resposta para todas as dúvidas de modo rápido e extremamente eficaz: a Lean Inception! Após mais de uma década trabalhando com inceptions, Paulo desenvolveu o método que vai auxiliar você e sua equipe a colocar as ideias em ação! Além disso, aqui você também aprenderá o que é um MVP –Minimum Viable Product-- e como construi-lo para alcançar o sucesso do seu negócio. Compre essa e outras obras na loja do ResumoCast lá na Amazon www.resumocast.com.br/amazon Sabia que você pode entrar no Clube do Livro do ResumoCast e debater esse e outros grandes livros junto em um grupo de leitores empreendedores? Saiba mais em www.resumocast.com.br/apoiase Entre para o Clube do Livro: https://www.resumocast.com.br/apoiase

Find Diamond Diva! Diamond Diva's Socials:Website: www.diamonddivaofficial.comE-mail: info@diamonddivaofficial.comInstagram: www.instagram.com/diamonddivaofficialClubhouse: www.clubhouse.com/@iamdiamonddivaFacebook: www.facebook.com/groups/focusyourmindset Diamond Diva's LAUNCH Formula:L: Love Achievement+Fulfillment=SuccessA: Analysis. Analyze the market for your business.U: Understand your Avatar (your client). Make sure your product/service is something that your client wants.N: Navigate: How are you setting up your company legally?C: Consult: Consult with a coach, mentor, CPA, attorney and get your questions answered to make sure your business is growable, scalable, and more.H: Hedge: Hedge your risk! Your Accounts that you should pay into in order to level up:Being Account – attitudes, beliefs, emotions, patterns of behavior. Get your mindset right. Meditations, visualisations and affirmations are important.Energy Account – Mind and body are connected. Look after your physical health. Drink water, have a good diet and exercise.Love Account – Not just your relationships with others, but self-love and -care, whatever that means for you, preferably alone.Impact Account – Business, brand, how you show up in your community. If you do the other three accounts right, they’ll overflow into your Impact Account. Energy can’t be destroyed only transferred. KEY TAKEAWAYS I wanted more freedom in my life and felt like I needed more freedom. I hit a glass ceiling when applying to C-Suite positions, despite having an MBA. Then my husband walked out on me and my three young children. Then I met my mentor and he said if you don’t invest in yourself how can you expect anyone to invest in you? That’s when things really changed for me. I invested thousands of dollars in mentorships and mastermind courses and found that the problem was how I chose to view things in my mind and the power was already inside me to succeed. Then it became my mission to share the power of mindset with every person I can. In order for you to really be successful, it needs to have a deeper meaning for you, you can have all the accolades hanging on your wall, but if you don’t love it, there’s still going to be an empty space inside of you. What is your ‘why’? What do you love? Launch an MVP (Minimum Viable Product), let people experiment with your product/service and they can give feedback on what they like and what they don’t about it. That’s valuable feedback on where you can use to improve your business before you spend too much money on your business/product and you know which direction to go. ABOUT THE GUEST Diamond Diva is an American published model, celebrity host, investor, international keynote speaker, brand ambassador, actress, casting director, writer, producer, philanthropist, women’s empowerment champion, entrepreneur and mindset coach. Diamond Diva is a women’s empowerment champion and advocate for supporting women in business and life. She is an entrepreneur and investor in the beauty and real estate industries. Diamond is a philanthropist and fundraiser for charitable organizations in support of Sickle Cell Disease research and community outreach initiatives. Diamond is currently the founder and Chief Executive Officer (CEO) of Diamond Diva Entertainment, LLC. Established in 2019, Diamond Diva Entertainment specializes in event production, entertainer castings and business consulting and mindset coaching services. Diamond Diva's Socials: Website: www.diamonddivaofficial.com E-mail: info@diamonddivaofficial.com Instagram: www.instagram.com/diamonddivaofficial Clubhouse: www.clubhouse.com/@iamdiamonddiva Facebook: www.facebook.com/groups/focusyourmindset BEST MOMENTS "Hindsight is 20/20 and being laid off was actually the biggest gift for me because it allowed me to take a step back and figure out what means the most to me." "I’m not waiting for anyone to promote me to the C-Suite, I’m going to start my own company, I am the C-Suite!" "Once you have the right mindset you can succeed at everything." "I learned a lot about running a business by running a business." ABOUT THE HOST Ariel is a Licensed Massage Therapist, Registered Clinical Hypnotherapist, Reiki Master, Empath and Psychic who has been involved in holistic healing since 1988. She is also an educator, speaker, author and mentor for empaths, spiritual seekers and medical professionals. To reach Ariel, go to www.arielhubbard.com, where you will be able to contact her directly. Please let her know you heard her on the podcast and the assistance you need or questions you have. Website: www.arielhubbard.com Podcast: Woman Power Zone on all major platforms LinkedIn: @arielhubbard IG: @arielhubbard Facebook: @HubbardEducationGroup YT: @arielhubbard11 CH: @arielhubbard Pinterest: https://pin.it/6Z6RozSSee omnystudio.com/listener for privacy information.

‏در فصل ۱.۵ از پادکست ۱۰ صبح، بطور کلی درباره‌ی مدل کسب و کار صحبت می‌کنیم.‏‏در اغلب متن‌ها و کتاب‌های استارتاپی، فرض بر این بوده که استارتاپ قرار است محصولش را به مشتری‌های معمولی (و نه سازمانی یا دولتی) بفروشد؛ غافل از اینکه کار کردن در فضای سازمانی، یعنی توجه به هزار نکته‌ی باریکتر ز مو! به عبارت دیگر، هرچند اسم‌اش همه جا مدل کسب و کار (یا همان بیزینس مدل) است، اما وقتی قرار است در مورد یک محصول سازمانی طراحی و اجرا شود، قضیه خیلی فرق می‌کند.‏‏در این قسمت مدل‌های کسب و کار B2X (سازمان به سازمان و سازمان به دولت) و تفاوت آنها با مدل‌های کسب و کار B2C بررسی شده‌اند. اگر استارتاپی دارید که محصول یا خدمت آن برای ارائه به سازمان‌ها طراحی شده یا سازمان‌ها (و دولت) می‌توانند مشتری آن باشند، به شما اکیداً توصیه می‌کنیم شنیدن این قسمت نه چندان کوتاه را از دست ندهید! برخی اصطلاحات به کار برده شده در پادکست (پرسونا، انواع شرکت، Air BNB، B2B2C و …) هم با همکاری دوستان‌مان در سایت خوب اصفهان پلاس در قالب آیتم‌هایی در پادکست توضیح داده شده‌اند. در قسمت‌های بعد درباره‌ی طراحی مدل کسب و کار بیشتر می‌شنوید.‏‏این قسمت حاوی مطالب کلیدی در ارتباط با موضوعات زیر است و توصیه می‌کنیم آن را تا انتها گوش دهید:‏‏- انواع مدل‌های کسب و کار بر اساس مشتریانی که به آنها خدمات ارائه می‌شود کدام است؟‏‏- چرا مهم است که مشتریان خود را بشناسیم؟‏‏- مشتری شخصی و مشتری سازمانی چه تفاوت‌هایی را در مدل کسب و کار ما می‌تواند ایجاد کند؟‏‏- شحصیت‌واره (پرسونا) چیست و چگونه به خلق ارزش در کسب وکار کمک می‌کند؟‏‏- مشتری و کاربر چه تفاوت‌هایی با هم دارند؟‏‏- چرا برای ارائه‌ی خدمات بهتر به مشتری سازمانی، لازم است فرآیندهای تصمیم‌گیری در آن سازمان را بشناسیم؟‏‏- بازاریابی در کسب و کارهای B2B و B2C چه تفاوتی با هم دارد؟‏‏- شبکه‌سازی در کسب و کارهای B2B و B2G چگونه می تواند کمک‌کننده باشد؟‏‏و در آخر بشنوید که چطور لازم است که مدیران سازمان مشتری‌تان را متقاعد کنید که بهبودی که محصول یا خدمت شما ایجاد می‌کند، منجر به بازگشت سرمایه خواهد شد!‏‏کلمات کلیدی: مدل کسب و کار، کسب و کار بی تو بی، کسب و کار بی تو سی، کسب و کار بی تو جی، کمینه محصول پذیرفتنی (ام وی پی)، استارتاپ ناب، شخصیت واره، بخش بندی مشتری (بازار)، مشتری (بازار) هدف، فریمیوم‏Keywords: Business Model, B2B (Business to Business), B2C (Business To Customer), B2G (Business To Government), MVP (Minimum Viable Product), Lean Startup, Persona, Customer (Market) Segmentation, Target Customer (Market), Freemium See acast.com/privacy for privacy and opt-out information.

در قسمت صفر فصل اول، درباره‌ی این صحبت می‌کنیم که اصولاً «استارتاپ» چی هست و از آن مهم‌تر، چی نیست!‏خیلی از مباحث بعدی پادکست ۱۰ صبح درباره‌ی استارتاپ‌هاست و مهم است بدانیم درباره‌ی چه موجودی صحبت می‌کنیم‏چرا قسمت «صفر»؟ چون کسی که می‌داند استارتاپ چی هست (و چی نیست!) شاید نیازی به گوش دادن این اپیزود نداشته باشد؛ هرچند شنیدن‌اش را به همه توصیه می‌کنیم.‏این قسمت صفرم است ولی تمام ابهامات زیر را که زیربنای قسمت‌های بعدی است را پاسخ می‌دهد:‏‏- اصلاً چرا مهم است بدانیم که یک کسب و کار استارتاپ است یا نه؟‏- ویژگی متمایز کننده‌ی یک استارتاپ با یک کسب و کار کوچک چیست؟‏- چطور می‌توان کسب و کار موجود را به استارتاپ تبدیل کرد؟‏- پیاده‌سازی ایده‌های موفق خارجی در داخل هم استارتاپ محسوب می‌شود؟‏- آیا خود سرمایه‌گذارهای خطرپذیر هم می‌توانند استارتاپ باشند؟‏- استارتاپ بودن یا نبودن یک کسب و کار صفر و یک است یا یک طیف؟و در آخر بشنوید که:‏فرآیند تولد و رشد استارتاپ را به چه موجودی می‌توان شبیه کرد!‏کلمات کلیدی: استارتاپ، رشد مقیاس پذیر، کمینه محصول پذیرفتنی، کارآفرینی، مدل کسب و کار، عدم قطعیت، بنیانگذار، بوت استرپ، استارتاپ ناب، خلق ارزش‏Keywords: Startup, Scalable Growth, MVP (Minimum Viable Product), Entrepreneurship, Business Model, Uncertainty, Founder, Bootstrap, Lean Startup, Value Creation See acast.com/privacy for privacy and opt-out information.

En este episodio de Bros Emprenden, estaremos conversando Padrino y César Jiménez para saber si es tiempo para comenzar a vender en Amazon o mejor olvidarlo.El mejor momento para comenzar a vender en Amazon es hoy o ayer, pero mientras más pronto mejor. Si eres un vendedor que vas comenzando, o incluso si ya tienes una marca privada puedes saber que tan factible es venderla en Amazon antes de mandar inventario.Valida tus productos antes de lanzarlos en Amazon, qué es un MVP - Minimum Viable Product https://en.wikipedia.org/wiki/Minimum_viable_productTe dejamos el enlace para conocer más de Trashio https://www.thras.io/Sabías que puedes dar de alta tu marca en el IMPI si estás en México y puedes utilizar el programa de Amazon Brand Registry para México, Estados Unidos y Canadá sin registrar tu marca en el USPTO.Puedes blindar tu marca de hijackers en Amazon y además darle más reconocimiento, si buscas crear una comunidad en donde tus productos sean reconocidos también fuera de este marketplace.Únete a nuestro telegram https://t.me/brosemprendenUn video corto para entender Keepa  https://bit.ly/3niSjoZUna herramienta muy poderosa para vender en Amazon - Helium 10 (50% de descuento en tu primer mes https://bit.ly/2RdhZrf) aunque el Padrino use JS.Más información en https://brosemprenden.comSupport the show (https://www.buymeacoffee.com/brosemprenden)

Always, always test the MVP – no matter what you're selling. If you don't know, the MVP (Minimum Viable Product) is the first iteration of a product you can sell. It's the barest-bones, cheapest-to-produce version of something you can still sell at a profit, to test the market potential of your idea in the real […] The post MBA1475 Q&A Wednesday: How do I create an MVP for my physical product? appeared first on The $100 MBA.

Is your product ready for launch? How can you know? Spending too much time in the beta phase can hurt your business. Excessive testing and endless tweaking can delay launch of the only product that matters: the MVP (Minimum Viable Product). As we often remind listeners, entrepreneurs who hesitate are truly lost. So how can […] The post MBA1047 How Much Should You Test Your Product Before Launch? + Free Ride Friday! appeared first on The $100 MBA.

To get your business rolling, we always advocate for the MVP (Minimum Viable Product). But when it comes to marketing that product, you'll need another MVP: a Minimum Viable Page on your website! It's Q&A Wednesday, and we've got a listener who's ready to make the smart move of building a pre-launch web page for […] The post MBA1040 Q&A Wednesday: What do you include on a pre-launch product page if you don’t have product creatives or app screenshots? appeared first on The $100 MBA.