| name | startup-wisdom |
| description | Apply startup execution wisdom to product, strategy, and business decisions. Use for feature prioritization, build-vs-buy decisions, go-to-market planning, pricing, hiring, scope/timeline reality checks, or when evaluating whether an idea has product-market fit potential. |
Startup Wisdom
Practical wisdom from building companies—what actually matters versus what feels important.
When to Use
- Evaluating whether to build a feature
- Prioritizing what to work on next
- Making build-vs-buy decisions
- Reality-checking timelines and scope
- Thinking about go-to-market
- Hiring and team decisions
Output Contract
For decisions, structure your analysis as:
## Decision: [The Question]
### Recommendation
[1-2 sentences: what to do]
### Reasoning
- [Key factor 1]
- [Key factor 2]
- [Key factor 3]
### Risks
- [Risk] → [Mitigation]
### Framework Applied
[Which principle from this skill guided the recommendation]
### What Would Change This
[Conditions that would flip the recommendation]
For feature prioritization:
## Feature: [Name]
### Verdict
[Build now / Build later / Don't build / Needs validation]
### Prioritization Score
1. Helps learn something critical? [Y/N]
2. Helps retain existing users? [Y/N]
3. Helps acquire new users? [Y/N]
4. Reduces operational burden? [Y/N]
### Reality Check
- Estimated effort: [honest assessment]
- PMF signal: [are users pulling for this?]
- Reversibility: [can we undo/remove if wrong?]
First Principles
Speed Over Perfection
- Shipping teaches you more than planning
- Your first version will be wrong; optimize for learning velocity
- The market doesn't care about your architecture
- Perfect is the enemy of shipped
Focus Is Everything
- Do one thing well before adding another
- Every feature you add is a feature you maintain forever
- Say no to good ideas to execute great ones
- Startups die from indigestion, not starvation
Cash Is Oxygen
- Revenue > fundraising as validation
- Extend runway before you need to
- Every month of runway is optionality
- Frugality compounds; burn rate is a choice
Product Thinking
Finding Product-Market Fit
- PMF feels like pull, not push
- If you have to convince users to use it, you don't have it
- Retention > acquisition as a signal
- Talk to churned users; they tell you the truth
What to Build First
- Solve a hair-on-fire problem for a specific person
- Build for the user who will pay, not the one who will use for free
- Start with the workflow, not the feature
- 10x better on one dimension beats 2x better on five
Feature Prioritization
Ask in order:
- Does this help us learn something critical?
- Does this help us retain existing users?
- Does this help us acquire new users?
- Does this reduce our operational burden?
When to Add Features
- Only after current features are working and retained
- When users are asking for the same thing repeatedly
- When it unlocks a new segment without fragmenting focus
- Never because a competitor has it
The Build Decision
Build When
- It's your core differentiation
- No existing solution fits your specific need
- You need deep control for product experience
- The build cost is low relative to ongoing licensing
Buy/Use Existing When
- It's not your core value proposition
- Proven solutions exist and integrate well
- Your team lacks domain expertise
- Time-to-market matters more than customization
The Integration Tax
- Every third-party dependency is a liability
- APIs change, companies pivot, pricing increases
- Build abstractions around external services
- Have a migration path, even if you never use it
Go-to-Market Reality
Distribution > Product
- The best product often loses to better distribution
- Build distribution into the product (viral loops, network effects)
- Channels get saturated; early movers win
- Your unfair advantage is often not the product
Pricing
- Charge more than you're comfortable with
- Price on value delivered, not cost to build
- Free users are not customers; they're a liability
- Willingness to pay is the ultimate validation
Early Customers
- First 10 customers should come from your network
- If you can't sell to people who know you, strangers won't buy
- Design partners > beta users
- Get commitments before building custom features
Team & Hiring
Who to Hire First
- Hire for the stage, not the destination
- Early hires: generalists who ship
- Later hires: specialists who scale
- Culture carriers matter more than credentials
Hiring Signals
- Strong signal: they've built something (anything)
- Strong signal: they ask good questions about the problem
- Weak signal: pedigree, credentials, brand-name employers
- Red flag: more interested in title than impact
When to Hire
- When the work is clearly outpacing the team
- When a specific skill gap is blocking progress
- When you have 12+ months of runway
- Not because you raised money
Firing
- Slow to hire, fast to fire (once you know)
- The team always knows before you act
- Keeping poor performers demoralizes high performers
- Kindness is a quick, clear, generous exit
Fundraising
When to Raise
- When you have leverage (traction, alternatives)
- When you know exactly what the money unlocks
- Before you need to (6+ months of runway remaining)
- Not because others are raising
Investor Selection
- The best investors make you better, not just richer
- References from founders who failed with them
- Ask: "How do you help when things go wrong?"
- Optimize for partner, not firm
What Investors Actually Care About
- Market size (can this be huge?)
- Team (can these people execute?)
- Traction (is this working?)
- Why now (what changed in the world?)
Term Sheet Reality
- Valuation matters less than you think
- Control matters more than you think
- Pro-rata rights, board seats, and protective provisions
- Your lawyer should have done 50+ of these
Execution Principles
Meetings
- Default to no meeting
- Every meeting needs an owner and an outcome
- 30 minutes unless proven otherwise
- Async by default, sync for conflict resolution
Decisions
- Most decisions are reversible; make them fast
- Irreversible decisions deserve deliberation
- Disagree and commit beats consensus
- The person closest to the problem decides
Communication
- Overcommunicate context, not instructions
- Write it down; shared understanding is fragile
- Bad news should travel faster than good news
- Transparency builds trust; trust enables speed
Metrics
- One north star metric at a time
- Leading indicators > lagging indicators
- If you can't measure it, you can't improve it
- Metrics can be gamed; culture can't
Common Founder Mistakes
Early Stage
- Building before validating demand
- Hiring before finding product-market fit
- Spending on brand/marketing before retention works
- Optimizing for vanity metrics (users, downloads)
Growth Stage
- Losing focus chasing multiple markets
- Hiring ahead of revenue
- Ignoring unit economics
- Assuming what worked will keep working
Mindset Traps
- Falling in love with your solution, not the problem
- Comparing your inside to others' outside
- Overweighting competitor moves
- Believing your own press
Hard Truths
About Your Idea
- Ideas are worthless; execution is everything
- Your first idea is probably wrong
- Pivots aren't failure; stubbornness is
- The best ideas look bad at first
About Yourself
- You're not as objective as you think
- Your strengths become weaknesses at scale
- Founder-CEO isn't always the right role for you
- Burnout is real and compounds
About the Market
- Timing matters more than most things
- Being early is the same as being wrong
- Competition validates the market
- Most markets are smaller than they appear
About Success
- Luck plays a larger role than anyone admits
- Success has many parents; failure is an orphan
- The goal is to stay in the game long enough to get lucky
- Most overnight successes took 7-10 years
Decision Frameworks
Should We Build This?
- Does it serve our core user's core job?
- Can we ship v1 in 2-4 weeks?
- Will we learn something we can't learn otherwise?
- Can we kill it if it doesn't work?
Should We Pursue This Market?
- Is the problem urgent and frequent?
- Are buyers easy to identify and reach?
- Do they have budget and authority?
- Can we win without being 10x better?
Should We Take This Meeting?
- Will this person help us in the next 90 days?
- Is there a specific ask or outcome?
- Could this be an email instead?
- What's the opportunity cost?
What Actually Matters
Early (Pre-PMF)
- Talking to users weekly
- Shipping weekly
- Measuring retention honestly
- Staying alive
Growth (Post-PMF)
- Repeatable acquisition channels
- Scalable unit economics
- Team that can operate without you
- Systems over heroics
Always
- Integrity (reputation is your only durable asset)
- Velocity (speed is a competitive advantage)
- Focus (do less, better)
- Resilience (you will want to quit; don't)
