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Maximize product success by copying 90% of what works elsewhere (Proven), making 9% undeniable improvements (Better), and reserving only 1% for a singular, high-heat innovation (New).
Securing the first 100 customers requires high-friction, high-creativity manual efforts rather than automated systems. Success comes from physical proximity, psychological leverage (scarcity/risk reversal), and bold public stunts that command attention.
Sustainable SaaS growth is driven by focusing on high-leverage 'middle-of-the-funnel' activities—specifically pricing and modular retention—rather than the default focus on top-of-funnel acquisition.
To build a product that eventually scales to millions, you must start by obsessively hand-crafting the experience for your first hundred users through direct, individual interaction.
Founders must prioritize organic growth channels (aiming for >80% organic) and reach positive unit economics before scaling paid acquisition, while using 'Magic Moments' to bridge the gap in long-cycle retention.
Sustainable growth in the current market requires moving from paid performance to product-led loops and high-novelty content that breaks through noise.
The most undervalued business asset in the world is attention. In an era where organic reach is currently free but soon won't be, founders must transition from traditional sales models to becoming daily content creators across multiple platforms to drive sales and future-proof their personal brand.
Sustainable growth requires a 'Growth CMO' approach—combining product-led thinking with a disciplined framework for testing new channels only when existing ones are near saturation or misaligned with new audience segments.
To build a product millions love, you must first create a 'mindfuck' experience for one person. Start small by manually solving problems to define your roadmap, then automate only what becomes painful.
Founders should default to a product-led growth (PLG) motion for high-volume, low-cost distribution, layering on specialized sales teams only to facilitate enterprise consolidation rather than top-down prospecting.
Stop treating Product-Market Fit as a 'yes/no' milestone. Instead, categorize your progress into four tiers—Nascent, Developing, Strong, and Extreme—and evolve your focus from solving a core problem for individuals to scaling repeatable acquisition channels.