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Diagnose stalled SaaS or product growth with an ordered retention, pricing, expansion, channel, and strategic-growth framework. Use when a founder, PM, marketer, or agent needs to find the highest-leverage growth constraint before proposing tactics.
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Query and manage the BuildOS Supabase database. Use for debugging data issues, checking users, LLM usage, queue jobs, schema questions, or admin database operations with safety checks.
Build animations in React Native and Expo, making the decisions in the order that determines whether they feel right — should it animate, which thread it runs on, which properties, spring or timing, how the gesture hands off, how it degrades. Writes the implementation with Reanimated, Gesture Handler, Expo Router and expo-haptics. Use when animating anything in an Expo app, adding gestures, sheets, screen transitions, press feedback or haptics, or fixing motion that stutters on device. For web animation use `animate`.
Build an animation from scratch, making the decisions in the order that determines whether it feels right — should it animate at all, what purpose, which tool, which properties, which curve and duration, how it interrupts, how it exits. Writes the implementation. Use when asked to animate something, add motion, make a component feel alive, or build a transition. For critiquing existing motion use review-animations; for auditing a whole codebase use improve-animations.
基于 SOC 职业分类
正在显示 SKILL.md
| skill_id | growth-diagnostics-for-stalled-products |
| name | Growth Diagnostics For Stalled Products |
| description | Diagnose stalled SaaS or product growth with an ordered retention, pricing, expansion, channel, and strategic-growth framework. Use when a founder, PM, marketer, or agent needs to find the highest-leverage growth constraint before proposing tactics. |
| skill_type | combo |
| categories | ["product-strategy","sales-and-growth"] |
| path | docs/research/youtube-library/skill-drafts/growth-diagnostics-for-stalled-products/SKILL.md |
| status | registered |
| promoted_to | apps/web/src/lib/services/agentic-chat/tools/skills/definitions/growth_diagnostics_for_stalled_products/SKILL.md |
| last_promoted | 2026-06-10 |
Use this skill when growth has slowed, plateaued, or become harder despite continued product and marketing effort. The agent must diagnose the constraint in order. Do not skip to acquisition, experiments, or new features until earlier constraints have been checked.
Do not use this skill for one-off campaign copy, early idea validation before any customers exist, or mature experimentation programs that already have trustworthy retention, pricing, NRR, and channel diagnostics.
Work through these questions in order. The first broken layer usually makes later work low leverage.
Calculate the growth ceiling:
maximum customer base = new customers per month / monthly cancellation rate
Example: 100 new customers per month with 5% monthly cancellation creates a hard ceiling near 2,000 customers. The larger the customer base gets, the larger the cancellation count gets. Marketing flow does not automatically grow with the customer base, so churn eventually overpowers acquisition.
Inspect:
Cancellation research rules:
When the signal is unclear, prioritize onboarding. Early churn is usually the most expensive churn because acquisition cost has been spent and value was never realized.
Treat pricing as positioning, not a separate monetization knob. The price, pricing metric, packaging, buyer, support promise, proof burden, and market segment all move together.
Check whether the current price accidentally selects the wrong market:
Reframe value around what the buyer already wants more of:
Do not recommend a price increase without naming the new buyer expectations it creates.
Expansion revenue is the mechanical counterweight to churn because it can scale with the customer base. New acquisition usually scales with marketing effort, not with installed base.
Evaluate:
Use this filter for every expansion, pricing, and feature proposal:
Is this actually good for the customer, or only good for us?
Reject plans that only improve internal metrics. Expansion should split newly created customer value, not extract value from a trapped customer.
Assume every acquisition channel eventually decays. The curve is not a clean S-curve; channels often rise, plateau, then decline as audiences saturate, algorithms change, economics worsen, or the channel itself weakens.
Ask:
If the team cannot name which channels are saturated, assume the current channel portfolio is saturated until proven otherwise.
For new channels, look for non-obvious but buyer-native routes:
Use the adjacency rule for new channels, markets, and products:
Keep one foot planted in an existing strength, and move the other foot into the risky bet.
Avoid pure greenfield moves with no asset advantage and pure adjacent moves with no meaningful upside.
If retention, pricing, expansion, and channel saturation have all been honestly addressed, ask whether the product needs to keep growing.
Possible decisions:
Separate the business question from the founder question. The business may be fine at a plateau while the builder needs a new challenge.
Return:
Distilled from Jason Cohen's Lenny's Podcast episode, The surprising advice from a founder who built 2 unicorns. Local source transcript and analysis live in docs/marketing/growth/research/youtube-transcripts/2026-04-27-jason-cohen-wp-engine-2-unicorns-advice.md and docs/marketing/growth/research/youtube-transcripts/2026-04-27-jason-cohen-wp-engine-2-unicorns-advice-ANALYSIS.md.