🪃 Product-Market Fit (but Faster)...

Hi there,

From faster PMF to a mission statement no competitor could claim, hacking retention and scaling your onboarding, maxing your valuation to founders becoming strategic leaders – we’re here to add value at every stage of your innovation journey:

1. Startup Phase

2. Growth Phase

3. Scale/Sale Phase

Defining Your Mission: The “One Sentence” Formula

A strong mission statement aligns your team, attracts the right talent, and helps you raise funding. Stanford lecturer Amy Saper, who helped build Twitter, Stripe, and Uber, explains here that a great mission should be 1) brief: one sentence, no "and" lists, 2) actionable: guiding decisions and priorities, and 3) unique: cannot be mistaken for another company’s. LinkedIn’s mission, “Connect the world’s professionals to make them more productive and successful,” is simple and clear, while Stripe’s, “Build economic infrastructure for the internet,” shows precision. The key is 4) defining your purpose, 5) making it specific, and 6) refining your vision until no competitor can possibly make the same claim.

Should You Bootstrap or Chase VC Money?

Most startups shouldn’t raise venture capital, and most VCs wouldn’t fund them anyway. Y Combinator’s Dalton Caldwell and Michael Seibel say in this video that VC is only for businesses that can realistically return 100x or more — if that’s not your trajectory, bootstrapping may be a better bet. Think of VC funding like making the NBA: the odds are low, and it’s not the best path to wealth for most founders. Many successful entrepreneurs build profitable businesses without outside funding, and in some cases, bootstrapping means 1) keeping more control, 2) growing sustainably, and 3) ultimately making more money.

Finding Product-Market Fit Faster

Product-market fit isn’t a mystery — it’s measurable. Superhuman founder Rahul Vohra’s framework, used by Stan founder John Hu here, shows that 1) surveying users with “How disappointed would you be if you couldn’t use this?” provides a clear benchmark, 2) focusing on the 10–20% of “very disappointed” users helps you identify core strengths, and 3) iterating based on their feedback — while improving weaknesses flagged by “somewhat disappointed” users — moves the product toward the magic 40% threshold. By doubling down on what power users love and fixing key objections, Stan pushed its “very disappointed” metric from 10% to 45%, proving that PMF isn’t found, it’s built.

Are you in the start phase? Have questions? Hit reply and let us know how we can help.

The Retention Playbook: First-Time Buyers to Return Customers

Retention isn’t luck — it’s a system. CS specialist Joey Coleman’s “first 100 days” strategy and growth marketer CEO Gabe Wolf’s e-commerce model show that 1) nailing onboarding prevents the 20–70% of customers who leave early, 2) increasing AOV through bundles and subscriptions offsets acquisition costs, and 3) optimising post-purchase engagement (email, SMS, remarketing) builds lasting loyalty. B2C businesses use this playbook to turn first-time buyers into repeat customers, stacking revenue month over month. The key? Consistently exceeding expectations, making reordering effortless, and compounding retention over time. The brands that scale fastest aren’t just acquiring customers but keeping them.

Analytics That Drive Growth (Not Just Track Metrics)

Most dashboards are cluttered with vanity metrics that don’t move the needle. Venice Solutions CFO Melissa Howton and BPM expert Craig Schiff explain here that 1) companies need to define their strategic goals first—then align KPIs, 2) many dashboards just visualise financial ratios without tying them to actual performance drivers, and 3) businesses that succeed with analytics focus on a few key indicators that drive action, not just reporting. The best teams revisit their KPIs every 1–3 years, ensuring metrics stay relevant as strategies evolve. Growth-focused analytics should reveal opportunities, not just display past results.

Scaling Onboarding to Reduce Churn

Churn happens when customers don’t reach their first success fast enough; onboarding is the make-or-break moment. Brittany Soinski, Head of Onboarding at Loom, explains here how video automation fixes this. 1) Identify where customers get stuck using a "Shoots and Ladders" exercise, mapping friction points in their journey. 2) Preemptively answer FAQs with short, digestible videos embedded in welcome emails and CRM sequences. 3) Use pre-meeting videos to prime engagement, reducing no-shows and increasing buy-in. Video isn’t just scalable — it’s personal, engaging, and proven to drive retention. By automating onboarding with video, businesses keep users longer and boost expansion.

Need help growing faster? Maybe it's augmenting your team, or perhaps coffee with one of our growth experts — either way, hit reply and let’s find your solution.

Maximising Your Valuation: The Blueprint for Bigger Exits

The highest multiples go to companies with focus, scalability, and independence. John Warrilow, author of Built to Sell, breaks it down here. 1) Niche down — own one thing and dominate it rather than diluting value by cross-selling unrelated services. 2) Build recurring revenue — buyers pay 3–4x more for predictable cash flow than one-off sales. 3) Remove dependencies — rely too much on a single customer, supplier, or employee, and acquirers will discount your business. 4) Think like a strategic buyer — if selling to private equity, beware of loss of control. The best valuations go to businesses that can run and grow without their founder.

When to Step Back: From Founder-Operators to Strategic Leader

Scaling a company requires evolving beyond the hands-on, all-in-founder mentality. As this Forbes article highlights, 1) the early stages demand creativity, passion, and micromanagement, but as the business grows, founders must shift to delegation and strategy. 2) Investors often push for leadership transitions when companies outgrow a founder’s skill set — this isn’t a failure, it’s evolution. 3) The best leaders focus on long-term value, raising capital, hiring top talent, and strengthening company culture. Stepping back — whether shifting to a strategic role or hiring a CEO — can free founders to drive vision while ensuring the company thrives beyond them.

The “No-Regrets” Exit: Lessons from Founders Who Sold

The best exits balance financial gain and personal fulfilment. 1) Many founders regret selling too early, as seen in New Yorker Boris Berenberg’s reflection — he achieved financial comfort but lost his entrepreneurial identity and drive. 2) On the flip side, founders who hold on too long risk declining business value and missing optimal market conditions. More research from Built to Sell highlights in this video that 75% of business owners regret their exit, often because they failed to prepare emotionally. 3) The key to a “no-regrets” exit is knowing your pull factors — having a compelling vision for life after the sale while ensuring the business is structured to thrive without you.

Want to scale faster? We have people that are comfortable with the discomfort of the scale phase. Hit reply and let us know how we can augment your team.

Have your say…

Hit reply if you think we’ve hit or missed the mark, tell us what you’d like to see or hear more of and, just in general, what would really add value to your journey…

Did someone forward you this email?