After a short vacation, my mind has been racing. I keep coming back to a single point of frustration that I find difficult to articulate without sounding like a hypocrite. Because I am, admittedly, part of the problem. The issue? Founders are trying to solve problems they don’t have.
Jessy Gervais
I coach early-stage founders to their first $1M+ ARR. This is what works (and why it works).
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Every other week, I break down the fundamentals behind how early-stage teams earn revenue - what’s working, why it works, and how to apply it to your own path to $1M ARR.
“If I just had more money, I could get more customers” This is a common thing to hear from an early stage start-up founder. It sounds logical. Yet, it’s rarely true. Because they do not have a repeatable process (yet). Every new customer looks different. Or they are buying
"Do I really need a technical co-founder?" If you want to drastically increase the odds of your success, yes. If you aren't already unreasonably successful (e.g. CEO of publicly trade company), yes. Why? As a product company, the single biggest line item expense in your
“I can’t sell something that doesn’t exist”. This is the knee jerk reaction most founders have when I tell them to sell their product before they have built it. It goes against everything they have been taught. They usually use words like "afraid", “scam”, or “vaporware”
If you are a founder building a new product, you are wrong. Wrong about something. Wrong about the market. The features. The marketing channel. The problem. The question is not if you are right or wrong, it’s how wrong you are (and how you can be less wrong over
With a bit of practice, you can spot the teams that aren’t going anywhere. Not because they’re not talented. Not because their idea isn’t good. Not because they didn’t say the right things. Because they’re starting at a massive, unnecessary disadvantage. Fortunately, most of these