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Shipping an MVP is only the prologue. Real traction begins when we validate problem-solution fit with engaged early adopters and then push toward product-market fit by unlocking a scalable acquisition engine. The journey is rarely linear; months, or sometimes years, of disciplined measurement, qualitative insight, and iterative go-to-market work turn a promising product into a repeatable business.
We treat problem-solution fit as a hard validation checkpoint. First, we instrument every core action in the MVP so we can see exactly how early adopters use the product. Parallel qualitative calls confirm that usage equals perceived value. A cohort clears the gate when it meets three criteria: sustained engagement that matches our “good user” definition, explicit statements of value, and a clear path to monetization tied to that behavior.
Once those signals lock in, resources shift to go-to-market experimentation. Channel selection starts with user habitat—where they already gather online or offline. We choose two paths: one direct (e.g., targeted outbound, niche communities) and one leverage-based (referrals, partnerships). Each channel gets small, time-boxed tests. Success is defined by new users behaving like the validated cohort – same engagement, same willingness to pay, same low churn.
Scaling only begins after we observe repeatable conversion and usage patterns. At that point, we formalize a single “lead” metric – often activation-to-retention rate – and build dashboards that every function can see. Marketing iterates content to sharpen message-market resonance, product refines onboarding to compress time-to-value, and customer success prepares playbooks for later-stage customers who will arrive as the funnel widens.
By resisting premature growth and maintaining a ruthless focus on evidence, we protect teams from chasing vanity milestones. Capital accelerates what already works; it cannot compensate for an undefined value proposition or a leaky funnel. Our staged approach turns uncertainty into measurable learning, laying the groundwork for sustainable, scalable growth.
Q: How many customers signal problem-solution fit?
A: Depends on the business: it could be 3-5 for enterprise, dozens for SMB SaaS or hundreds for consumer apps. The key is consistent value behavior, not raw volume.
Q: Should acquisition cost matter during problem-solution fit?
A: No. Right now you’re looking to acquire just enough users to validate value and will optimize CAC only after behavior proves repeatable. That being said, you obviously shouldn’t spend huge amounts trying to acquire customers.
Check out our Podcast on Governance, KPIs, and Scaling New Ventures.
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