Damian Reweda

When discussing “Growth Product Manager” vs. “Product Manager,” the distinction isn’t as clear-cut as it may seem. Both roles aim for the same outcome—building a product that delivers real value to users. A Growth PM typically owns acquisition and activation, especially crucial in product-led SaaS companies where onboarding, conversion, and freemium models drive success. This role goes beyond the traditional PM scope, focusing on those first critical moments with the product that shape a user's journey. But growth isn’t just a responsibility for Growth PMs. Every PM benefits from understanding these cycles and metrics, which can inform better product decisions across the board. How does your team approach growth? Are PMs equipped to think beyond their specialties? #dearmelissa #productmanagement #growthPM #customerexperience #productmanager

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Bolt is one of the most insane stories in startups. 🥚 0 to €2M ARR in 18 months. 🚖 €10M ARR in the next 18 months. 🏎️ €100M ARR within the next 2 years. 🚀 €2BN ARR in the next few years. But still, every European VC turned them down. WTF! Today they are an $8BN company with 200M customers taking the fight to Uber. The immense story with Markus Villig 👇 1. The €5,000 That Turned Into an $8BN Company - I was a 19 year-old with no money. - My parents agreed to set aside €5,000 from my uni fund, but if the project fails I have to cover rent myself. - That was my first funding to get the company off the ground. 2. How a Real Estate Company Turned $500K Into $50M With an Investment in Bolt - None of the “sophisticated” VCs wanted to fund us in Europe. - We went to a real estate firm in Estonia & pitched them. - They had never heard of a startup before but wrote a €500K check because I seemed like a good guy. - Now that investment is worth over 100x. 3. The Trick That Launched Africa for Bolt  - We ran a few ads across multiple cities to see how many customers signed up. - We calculated the CAC ratio then identified which cities we’re going to launch in. - Seven cities had great numbers so we only hired there. 4. This $8BN Company Hired a Kid on Skype to Run Africa - We hired a kid from uni over a Skype call to run all the operations in Africa. - He set up offices & trained drivers before the launch. - Now Johannesburg alone became over half of our business. 5. Intelligence Over Hard Work - I rather get somebody who’s very smart, works a bit less hours but makes the right decisions. - You cannot compensate for intelligence with hard work. - This does not work in our business. 6. Why Despite Waymo It Will Be Years Before Self Driving Is a Force - Tesla & Wayve are making great progress but they are still years away from a reliable service. - Waymo & Cruise are good but the costs to produce a vehicle is too prohibitive. - Regulation will take a few more years before it is sorted. 7. How Sequoia Came to Write Their Largest European Check Into Bolt    - The Europe team reached out, said they’ve done their homework & asked to see our metrics. - They got back within 48 hours & joined the round. - It was the largest European check Sequoia has written at a $4.5BN valuation. (links in comments) #founder #funding #business #investing #vc #venturecapital #entrepreneur #startup #seed #funding

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What really changes on the journey from a "Product Manager" to a "Principal Product Manager?" Two things: ambiguity and scope. Let's dig in. At the product manager level, you're handed a problem and a rough solution. Your task? - Dive deep into the business and customer issues. - Polish the solution and test its viability. - Launch, measure, refine. Moving up to senior product manager, the problem is clear, but what is the solution? Not so much. Your role expands to: - Define the solution from scratch. - Drive alignment. - Execute as you did at the product manager level. At the principal level, things get murkier. The problem isn't well defined. Your mission, should you choose to accept it: - Identify the problem. - Drive alignment. - Repeat the Senior Product Manager process. - Have a point of view beyond your own scope. As you ascend the professional ladder, ambiguity becomes a fascinating and ever-present challenge, your constant companion. But here's the good news: If you can demonstrate to your manager and stakeholders your adeptness at handling any ambiguous problem of increasing scope, you can accelerate your journey to success and professional growth.

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🎙️Tonight is the night! Join Bosky and me for a deep dive into the importance of soft skills in product management. We’ll discuss how EQ can help you grow your career, enhance your products, and build better relationships. See you at 8:30 PM CET at this link 👉🏻 https://lnkd.in/e3RiyHjE

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Different roles, different strengths. It's about knowing the difference. Understanding the roles of CPO and CTO is essential. They are both crucial but serve different purposes. Knowing their differences helps in leveraging their strengths. 1. CPO: Visionary and Strategist 2. CTO: Technical Architect and Innovator The CPO focuses on the product's vision, strategy, and user experience. They understand customer challenges and align with business goals. They define the product roadmap and work closely with various teams. The CTO handles technical architecture, infrastructure, and innovation. They ensure the technology stack is scalable and secure, guide technical strategy, and optimize development processes. Collaboration for Success CPO and CTO align the product’s vision with the technical foundation. They prioritize, allocate resources, and ensure product delivery. The CPO decides what to build, while the CTO ensures it can be built effectively. Chief Product and Technology Officer (CPTO): Unified Leadership A CPTO combines the roles of CPO and CTO into one. This unified role offers unique advantages: Unified Vision and Strategy The CPTO holds a holistic view of both product strategy and technology execution. This alignment promotes cohesive decision-making, balancing customer needs with technical constraints. Streamlined Decision-Making Having one person accountable for both product and technology leads to faster decisions. The CPTO can pivot or adapt quickly based on user feedback, driving faster iteration and responsiveness. Integrated Teams and Collaboration A CPTO fosters a unified culture between product and engineering teams. This breaks down silos and ensures cohesive objectives. Cost Efficiency and Scalability A CPTO can be more cost-effective in startups and smaller companies than in two separate roles. Challenges of the CPTO Role: The CPTO role demands expertise in both technical and product management. Having separate CPO and CTO roles allows for exchanging ideas and perspectives. Collaboration between a CPO and a CTO often leads to innovative solutions. Without this collaboration, a CPTO might overlook insights or fail to challenge boundaries effectively. Choose wisely. Understand the strengths of each role. And for those in leadership, align your teams for success. Let's talk.

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Some thoughts on versioning roles in startups: It is widely accepted that the team that starts a company is rarely the same team that scales it to a large or public entity. Yet in practice this transition is often treated as an unexpected anomaly at each step, causing internal tension and conflict that can be a major distraction to the company to say the least. What happens when the "hacker" CTO who built the v1 of a product is now needed to manage hundreds or thousands of engineers? They either get layered or pushed aside, or have leverage and stay in their role but hinder the company's growth – all of which cause internal strife and inefficiency. Yet, the "growth CTO" may lack the hacker mentality which is required for subsequent product innovation. If you subscribe to the 3 horizons model, you know that both of these CTOs are crucial to the company's future growth, since no company ever exists in a single homogenous stage of maturity. Segmenting roles by functional area is ubiquitous in today's business - CTO, COO, CMO, CSO, and so forth, but segmenting roles by maturity stage is almost unheard of. I have been thinking about this recently, and one of the ideas that comes to mind is formally versioning or staging roles. In software systems, it's very common to use multiple versions of a software package or ML model simultaneously, so perhaps companies, too, can benefit from a "CTO 1.0" and "CTO 2.0", or an "Horizon 1 CTO" and a "Horizon 2 CTO" or a "Pre PM-fit" and a "Post PM-fit" CTO working alongside each other, which is proactively reflected in their titles and responsibilities, rather than a reactive change once the gap between their skills and talents and the company's needs arises. -- I'm curious if there are businesses out there that have successfully addressed this issue in practice, so if you know of any examples please share them below 🙏🏻

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Feeling stuck as a product team? Empowerment might be the missing piece. A lot of product teams struggle with decision-making autonomy. Whether it's a lack of trust, unclear goals, or top-down interference, this disengagement can stifle innovation and lead to inefficiencies. But it doesn’t have to be that way! As a product leader, I’ve found a few key tactics that can turn this around and give your team the confidence and space they need to succeed: 1. Set them up for success Define what success looks like and establish clear guardrails. Give them the "what" but let them figure out the "how". Micromanagement kills creativity—trust them to solve the problem. 2. Create space for them to own decisions Clear roadblocks and create opportunities for your team to present their strategies. Advocate for them with other leaders, and ensure they have the space to make decisions. You don’t need to step in and do it for them—set the stage, and let them shine. 3. Let them solve problems their way When they face challenges, don’t rush in with the answers. Instead, ask, "How would you solve this?" You’ll be surprised how often they have the right solution already. Your role is to guide, not dictate. Empowered teams are more engaged, more innovative, and ultimately more effective. Remember, you hired them for a reason—let them show you what they can do. What tactics have helped you empower your teams? #Empowerment #TeamCulture #ProductManagement #Leadership

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I use a pretty simple 4-part framework for finding Product Market Fit. Nothing can make finding PMF easy, but this structure helps me break it down. Achieving PMF* means solving 4 questions: 1. What problem are we solving? (For the customer, for our business) 2. How are we solving it? 3. What is our market? (who is the customer, and is it big enough) 4. What is our GTM strategy? (Repeatable, scalable growth engine) Using that, we can build a table with four rows, one for each of these questions. We can then add a column for our hypotheses. This is what we think the answer is, based on what we know now (which might be nothing more than a guess). Now, for each of these hypotheses, there’s an underpinning set of assumptions that need to be true in order for the hypothesis to be true*. These assumptions might be about user behavior (“people are willing to buy [x] online”), internal execution (“we’re actually able to do [x]”), performance (“users convert at [x%]”), or spend (“customers pay at least $x”)*. We can then sort these assumptions into two sets: “Probably true” and “Not validated”. Our task is to open up our toolkit — e.g. user interviews, surveys, card sorting, data analysis, modeling, user testing with design prototypes, painted door tests, A/B tests, Pilots, etc. — and find the cheapest & fastest way we can move these assumptions into the “Probably true” column. At some point, we’re going to run into assumptions that prove to be probably NOT true. That’s when we need to go back and iterate on the hypotheses, and restart this entire exercise, with new assumptions born out of the new hypotheses that need to be moved from “Not validated” —> “Probably true”. As you get more experienced, you’ll get faster at 1) spotting the assumptions that are most likely to be wrong, 2) identifying the right tool for the job of testing that assumption, and 3) coming up with hypotheses that are more likely to be right. None of this is easy* and it’s not quick. But I’ve found this way of structuring things to help me not get overwhelmed by the complexity of going 0 → 1, and more quickly get focus on what to do next. I hope it helps you, too. —————— *If you’re interested in reading the footnotes as well as my work-in-progress thoughts (today: r/ProductManagement as a reminder of what Product is like for many people), sign up for my free newsletter: https://lnkd.in/g44P3_rB

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5 min guide to product discovery. Applicable at any skill level. Do this: 1) Pick a product, any product. I'll use Duolingo as an example. But you might want to pick a tool in your industry that hasn't been touched for 10 years. - 2) Break it down. Go through every screen, from the initial buying and registration through onboarding and support. Make screenshots of everything. Reconstruct the user flow. If it looks like the London Subway map, you hit gold. - 3) Pick one feature people actually use. In duolingo, I picked the error correction. It tells you what you got wrong, then helps you to review and better understand it, then helps you to train for it. This is missing in 90% of assessment tools out there. No reviews. Zip. Analyze that feature. Why do people use it? What do they get out of it? What do they miss about it? - 4) Package the feature into a product. Could you create something stupid simple that only delivers that as a value? Turns out you can. In coding, tools like sentry.io exist to do that. In language learning, there is languagetool.org But, in your case, who knows? Create a waitlist / launchpage / a social media post to get an indication of the level of interest (ILI). 5) Get customers. You packaged it and people seem to want it? Great, fire up uxpilot.ai, claude.ai, and cursor.ai to build an interactive prototype quickly. Search LinkedIn or Facebook for your ICP. Get 20-30 people on it and see what they think. Improve until they love it. Once they do, create a launchpage with a pre-sale. You're done. If you'd like access to my full product analysis of the Duolingo ecosystem, comment "access," and I'll share it with you. ( Connect with me so I can DM the link. ) #productmanagement #productdiscovery

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Breaking up is hard to do.... 🎶 Unless you have a shitty roadmap, in which case, is it really? Plus points for getting the absolute worst/best cover image on YT. Our latest episode is live! #roadmaps #prodmgmt #productmanagement https://lnkd.in/e3zxkndv

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SaaS Daily Funding News $5.5 BILLION+ invested into the software industry. Details 👇 Oyster® - Series Unknown - $5m - a distributed HR platform that offers companies to hire, pay, and care for teammates. Tako - Seed Round - $13.2m - Incredibly Automated Payroll and HR Software Trace For Good - Seed Round - $3.7m - an easy-to-use SaaS platform for managing traceability and compliance data. Salesfire - Series Unknown - $3.5m - a SaaS company that offers conversion rate optimization solutions for e-commerce stores. Qminder - Seed Round - $3.18m - Service Flow Management software Ennoventure, Inc. - Series A - $8.9m - a Saas firm that offers anticounterfeiting and brand engagement services. EIDON AI - Seed Round - $3.5m - a decentralized AI network in which human agents interact to collect real-world data and train the next generation. Honeywell - Post IPO Equity - $5 Billion - a technology company that solves the challenges of automation, aviation, and energy transition industries. Outbuild - Series A - $11m - a construction-focused scheduling and planning platform. Agicap - Series C - $47.81m - a SaaS platform for SMBs to manage and forecast their cash flows. KUGU - Series A - $9.03m - IoT enabled SaaS Platform LocalStack - Series A - $25m - the leading cloud development platform for building cloud and serverless apps offline. Camouflet - Seed Round - $3m - provides AI-driven dynamic pricing solutions that assist organizations maximize profitability and remain competitive. Writer - Series C - $200m - a software firm that develops a full-stack generative AI platform delivering transformative ROI for enterprises. Veracity Trust Network - Grant - $1m - a AI-powered solutions to stop malicious attacks, data theft, ad click fraud and more. Conduktor - Series B - $30m - an Apache Kafka enterprise platform, most famous for its Kafka desktop application PointFive - Series A - $20m - provides ongoing cloud cost savings by providing deeper detection and collaborative repair solutions Prokeep - Series A - $25m - a messaging platform built for distributors. SuperAnnotate - Funding Round - $23.98m - an AI data platform that unifies AI pipeline and simplifies dataset creation, curation, and model evaluation. Vega - Series A - $20m - an operating system to enable alternative asset managers to effectively serve and increase their clientele. ScaleOps - Cloud-Native Optimization - Series B - $58m - a workload optimization platform developer focused on streamlining a new Kubernetes experience for engineering teams. runQL - Pre Seed - $1.14m - a smart query tool designed to assist data professionals in writing queries quickly. Fastino - Pre Seed - $7m - enable developers everywhere to do more with AI. #saas #software #startups #venturecapital #technology #startup

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I want to help 3 early stage startups get to Product Market Fit (PMF) in 3 - 6 months for FREE. One of the biggest challenge of early stage startups is getting to PMF as quickly as possible. So what I want to do is serve as a consultant to look into their products. Here are some of the key areas I would focus on: - How valuable is their product - The feasibility of the product - How easy to use the product is - The product's viability I would also be looking into: - The target users of the product - The product's vision - Business objectives - Their product strategy Finally, I would look at their - Product Launch plan - Marketing strategy - Time to value (TTV) - User Experience (UX) - Retention / Churn potential Using all the information and data I have gathered from the key areas above, I would provide guidance on what the startups should do to help them get to Product Market Fit (PMF) as quickly as possible. If you know a startup founder who is building a product or has built a product to solve an important problem that is affecting Africans significantly, connect them with me or share this with them Just simply complete this form - https://lnkd.in/g7qZGTr5 Let's work together to make our ecosystem more robust. #startups #founders #productmanagement #business #enoverlab

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Vlad Loktev taught me more about product management than anyone else I've ever worked with, and is responsible for the biggest inflection in my PM career. Vlad spent 10 years at Airbnb where he started as an IC PM and quickly advanced to lead product, and then GM the entire Airbnb homes business, managing over 1,000 people and reporting directly to CEO Brian Chesky. He recently left Airbnb and joined Index Ventures as their newest partner. Prior to Airbnb, Vlad spent a year at Zynga, where he helped grow Words with Friends to over 14 million daily active users. In our conversation, we discuss: 🔸 Insight into Brian Chesky’s leadership style 🔸 Why success as a PM is all about impact, impact, impact 🔸 Why chaos can be good 🔸 Why as a leader it’s OK to let some fires burn 🔸 Why you should learn to “poke the bear” 🔸 Balancing product release speed with quality 🔸 Lessons on prioritization, decision-making, and organizational design 🔸 Advice for founders on building company culture 🔸 Much more Listen now 👇 - YouTube: https://lnkd.in/gMrECh5z - Spotify: https://lnkd.in/gG8yRXh2 - Apple: https://lnkd.in/g8rKdAjm Some key takeaways: 1. Relentlessly focus on impact. Start by identifying the highest priorities for your organization or team. Each day, ask yourself: What are the most critical tasks or projects that align with these priorities? Ensure your efforts are directly contributing to these goals. 2. Don’t be afraid to “poke the bear”: When you have a strong opinion or concern, don’t shy away from voicing it, even if it challenges the status quo. Poking the bear means confronting difficult issues constructively and openly, which can drive meaningful change and improvements. 3. Lead with curiosity and dial down advocacy: When entering a conversation or meeting, start by asking open-ended questions to understand others’ perspectives fully. This approach shows respect for differing opinions and helps you gather important information. Only after you have actively listened and absorbed the other viewpoints should you advocate for your own perspective. 4. Let some fires burn. You can’t address everything at once, and if you feel a need to do so, that’s a sign you don’t understand what’s most important for your business. You need to be explicit with yourself and your team about what the priorities are and what you’re willing to let burn in service of them. Aligning on this in advance will help you resist the urge to put out fires as they start. 5. Two tools to help you calm your mind: a. The serenity prayer: “Grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference.” b. The shit bucket: Designate a specific place, like a physical trash can or a digital file, as your ‘shit bucket’ for frustrations and issues you can’t change.

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Product Marketing: The diff between "Nailed it" vs "Failed it" 🔨💥 Launching without PMM is like DIY gone wild. Sure, you might save a few bucks... But at what cost? 🤔 Most founders hire PMMs too late. Why? Because they see "strategic resources" as $$$. Yes, PMMs are a strategic investment. You need to flip your mindset. Think about opportunity cost. 💪 PMMS help you: 1. Nail your positioning → Avoid the "me-too" trap 2. Build a go-to-market strategy → Not just a launch plan 3. Align teams & messaging → No more broken telephone 📈 All of that fuels your growth. Think compound interest. Earlier = better. Hire PMMs earlier than you think. Your speed to product-market-fit will thank you ✌️ 👋 P.S. Should a PMM be your first marketing hire? Comment below, share your POV!

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💡 Great products solve core user problems, not just add bells and whistles. Ever feel like users do not care about the cool feature you launched? 😩 Been there, done that. But after my 9+ years of experience, I've learned how to build products users love (and avoid feature fatigue!) 💪 Here are 9 hard-won lessons to level up your PM game: 📚 Go beyond daily tasks. Become a lifelong learner. ↳  It's easy to get laser-focused on daily tasks. But true growth comes from stepping outside your comfort zone. ↳  Subscribe to industry newsletters (like The Ken) and podcasts (Lenny's Podcast) to stay ahead of the curve. Who knows, that random article might spark your next big idea! 🦸‍♂️ Empathy is your superpower. Obsess over users, not features. ↳  A strong product vision starts with deep user empathy. Don't chase trends; solve core user problems. ↳  Even simple features addressing user pain points can skyrocket engagement. 📊 Measure, Cut (and Iterate) ↳  Measure your impact before, during, and after building. Use data to guide decisions, not just churn out features nobody needs. ↳  Define key performance indicators (KPIs) that align with your product vision and business goals. 🤝 Align your stakeholders like a pro. ↳  It's a balancing act! Tailor your communication basis the stakeholder group you are talking to. ↳  Pro tip: Use compelling contextual stories to get everyone on board. 🐢 Quality over speed (always). ↳  Buggy releases frustrate users and take longer to fix. Fight for quality from the start! ↳  While "failing fast" can be valuable, don't compromise core functionalities. 💪 Empower your team, unleash greatness. ↳  Don't micromanage! Set clear goals but allow your team the autonomy to achieve them. ↳  Foster a culture of ownership, open communication, and psychological safety. Watch your team thrive! 🎉 Celebrate wins, and own misses. ↳  Product management is an ownership game, and PM often shoulders the burden of shortcomings. ↳  Take failures in stride, learn from them, and move on. Conversely, successes are team achievements. 🔄 Embrace change, it's your BFF. ↳  Stay agile, adapt your strategy, and learn from new trends and competition reviews. ↳  Embrace a test-and-learn mentality. Be the captain of your ever-evolving product. 🛡️ "No" can be your superpower (Even as a leader). ↳  Strong leadership doesn't mean having all the answers. It’s the ability to know when to say "no." ↳  This buys time for better decisions and guides your team effectively, especially in new innovative projects. These are just the first steps! What PM lessons have YOU learned? Share in the comments! 💬 #productmanagement #pmlife #productlessons #usercentric #teamwork ------------------------------------------------------------------- Enjoying my content? 👍 Like and ♻️ repost if your network will find it useful! 🔔 I post every Mon-Fri at 10:30 AM about Product, Leadership, and GenAI. Follow to 10x your growth. 📆🕥🚀

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What product managers are doing: discovery --> dev --> launch --> sell What startup founders are doing: sell --> launch --> discovery --> dev I think you need to learn from founders. Sell first. Money = Validation. Build later. #productmanagement

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“Tell better stories” - so many product people get this feedback, but no one shares the how (until today)🌵 The biggest mistakes people make: ❌ Not snappy enough ❌ Not relevant ❌ No clear conclusion Instead, the 2 biggest things to focus on are: ✔️ What does the audience want to hear? What’s in it for them? ✔️ What is the morale of the story? (your lighthouse) & remember, story telling isn’t just about ‘the customer’ - it applies to all areas of product from getting buy-in to fighting fires. What else would you add? ⬇️ ————————— Want to get sh*t hot at it? I share sooo many more tips in 1:1 coaching. DM me for the deets 🔥

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This is easier said than done. It's great to be VC isn't it? But the advice is sound. To charge 5x though, you have to be able to create 5x worth of perceived value. That requires some very hard product management decisions and hard work around identifying a segment of customers and a set of features that will resonate with them to justify the price.

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🚀 Struggling with PMF (Product-Market Fit) 🚀 ❓❓ QUESTION OF THE DAY -> Are you sure you are not overlooking the key Dimensions, for each level of PMF❓❓ *** BONUS FOR EARLY-STAGE FOUNDERS AT THE END *** First Round Capital has identified: ➡️➡️➡️ 3 dimensions: 1) SATISFACTION 👉 How happy are customers with the product? 2) DEMAND 👉 How many people want it and how quickly/ much can you sell it for? 3) EFFICIENCY 👉 Can the business scale grow repeatably and scale? ➡️➡️➡️ 4 steps towards PMF .... and my personal notes: PHASE 1) Nascent PMF Key focus: SATISFACTION (of few users) ✅ "You have a handful of happy customers but the most important feature is different for each customer; You're customizing your product to make each customer happy" = Delivering Value 😱 "If the product disappeared, customers wouldn't care." PHASE 2) Developing PMF Key Focus: SATISFACTION + DEMAND (big picture) ✅  "Your sales cycle is shortening and you have a v1 sales motion that feels repeatable, but you haven't quite found a scalable channel. Your CAC is starting to decrease as demand increases. Within each customer, there are multiple users who are supporters of the product." 😱 "Potential customers see your product as a nice-to-have versus a must-have, so you're hearing that customers don't have the budget for it." PHASE 3) Strong PMF // Extreme PMF Only then, really start to focus on EFFICIENCY (before this stage, try to be mainly RESOURCEFUL) ⭐ Flywheel effects: customers lining up at the door, 10% of your inbound is coming from referrals / word of mouth. [Source: https://lnkd.in/dc4-xawU] ---- ***BONUS for EARLY-STAGE STARTUPS*** ⭐ Offering FREE Acceleration Programs to Founders, looking to shape early-stage strategies for 💎 funundraising and 💎 customers-acquisition: 👉 For more information about the program: https://lnkd.in/dt74RDVr 👉👉 To be ahead of the game: Apply Now =  https://lnkd.in/dtwunc9J (first-come, first-served) ----

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