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Your MVP shouldn't take 6 months. It shouldn’t involve a fancy design agency either. If it looks good, you probably wasted time.  If it feels good, you probably overbuilt.  If it’s perfect, it’s probably useless. Your MVP should be embarrassing.  It should feel like cheating.  Like “there’s no way we can charge for this” energy.  Good. Charge anyway. Why? Because you're testing demand, not design.  You're validating pain, not polish. Here’s what actually matters in an MVP: 1. Speed > Beauty    Ship it fast. Ugly is fine. Broken is fine. Just get it in front of real users. 2. Manual > Automated    You don’t need an app. You need Google Sheets, a form, and maybe your own hands behind the scenes pretending it’s automated. 3. Learn > Scale    Your goal isn’t users. It’s an insight. If you're not getting feedback within 2 weeks, you’re not building an MVP. You're building a fantasy. 4. Hack > Build    Use no-code tools, WhatsApp groups, DMs, landing pages anything to test the idea without writing real code. 5. Revenue > Features    If someone won’t pay for it when it's ugly, they won't pay when it’s perfect either. Don’t hide behind “we just need one more feature.” Bottom line:  You’re not building a company. You’re testing a hunch.  So don’t overthink it. Don’t overdesign it.  Build the crappiest version possible and see if anyone wants it anyway. That’s the only real test that matters.

Innovation isn’t about making what you sell better; it’s about selling something better. Most often when people think of the objectives of digital transformation, they focus on production optimization or cost reduction. But I would argue the real value comes from transforming the way you provide and capture value to customers. 𝐓𝐡𝐫𝐞𝐞 𝐞𝐱𝐚𝐦𝐩𝐥𝐞𝐬 𝐨𝐟 𝐧𝐞𝐰 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐦𝐨𝐝𝐞��𝐬: 𝐃𝐢𝐠𝐢𝐭𝐚𝐥 𝐒𝐞𝐫𝐯𝐢𝐜𝐞𝐬 Manufacturers have traditionally sold physical products; however, with the increasing popularity of digital services such as software or cloud-based solutions, many manufacturers are now offering digital services as well. These digital services can be anything from providing access to a web portal for customers to tracking performance data for their equipment. By selling digital services, manufacturers can not only increase their profits but also gain a better understanding of customer needs which they can use to refine their products and services accordingly. 𝐒𝐮𝐛𝐬𝐜𝐫𝐢𝐩𝐭𝐢𝐨𝐧 & 𝐀𝐬-𝐀-𝐒𝐞𝐫𝐯𝐢𝐜𝐞 The subscription business model has become increasingly popular among manufacturers as it allows them to offer customers more flexibility when purchasing their products or services. Instead of customers buying a one-time product or service, they can subscribe on an ongoing basis instead which means they get access to the latest updates and features without having to purchase a new product each time. 𝐎𝐮𝐭𝐜𝐨𝐦𝐞-𝐁𝐚𝐬𝐞𝐝 𝐂𝐨𝐧𝐭𝐫𝐚𝐜𝐭𝐬 This type of contract typically involves setting an agreed upon outcome that both parties agree on before signing any agreements. For example, if a manufacturer agrees to provide hardware maintenance for its customers for a certain number of years then it will receive payment once those conditions have been met instead of upfront payments like in traditional contracts. In such arrangements, manufacturers assume more responsibility for delivering results; thus increasing their risk but also allowing them to capture more value from customers if successful. ******************************************* • Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

Pitching Angel Investors 101... After my post about pausing my angel investing for 2024, apart from the opportune founders asking me to still invest in their startups, a lot asked what "good" looks like when reaching out to an angel. So if your idea genuinely isn't meh and you've spent time to validate it or have some initial traction....read on... The Deck: You have 90 seconds to make an impression. Yes, just 90 seconds. If I can come away knowing the below having skimmed the deck then you're doing well... 1 - What's the problem? 2 - What's the solution? 3 - Why is now the right time? 4 - Why are you (and team) the right people to do it? 5 - How will you make money? 6 - Any traction or buying signals yet? 7 - How much you raising, on what and where will it get you to? Max 10 slides. Make it look pretty. Use Canva if you have no design skills. Tell the story in each slide headline in case the investor is literally skim reading. Eg. "The Problem" vs "80% of all sales interactions will happen digitally by 2025. At the moment, that's only over email" No large chunks of text Outreaching angel investors: 1) Do your research on the angel - have they invested in your space? are they interested in your space? Do they have any videos/podcasts where they talk about their thesis? Etc.. 2) Engage with their content. If they recognise your name in the inbox you'll have a greater chance they'll read your message 3) Send a clear and concise message. Cut to the chase. Say why you are keen for the angel to invest, give a few lines on the startup and what you're raising, attach the deck. Attach the god damn deck. 4) Keep a note on when/who you have sent the deck to and follow up a few weeks later. Not a few days later. Don't act desperate and respect the investor's time/inbox 5) That deck better be good 6) It's a sales process. You need to outreach 50+ angels to be even within a chance of a few follow up calls. Build your funnel and stay on top of the funnel. Hope the tips help. Please do tag in any founders/future-founders thinking about raising money now or in the near future 👇

This is the exact framework that helped many founders grow companies and exit with more than 50% ownership 95% of startups raise money at the wrong time. They either raise too early and dilute unnecessarily, or wait too long and run out of cash. After working with 100’s of founders, here's the exact roadmap that separates winners from casualties Stage 1: Bootstrap Phase (₹0 - ₹50L Revenue) ⤷ Focus entirely on product-market fit ⤷ Keep burn rate under ₹2L monthly ⤷ Validate unit economics with first 50 customers ⤷ Don't even think about external funding yet ⤷ Use personal savings, family money, or revenue to grow ⤷ Hire only essential team members (2-5 people max) Stage 2: Revenue-Based Debt (₹50L - ₹2Cr Revenue) ⤷ You have proven PMF and positive unit economics ⤷ Monthly revenue growth of 15%+ for 6 consecutive months ⤷ CAC payback period under 12 months ⤷ Customer retention above 85% ⤷ This is where debt financing makes perfect sense ⤷ Raise 6-12 months of runway to accelerate growth ⤷ Use funds for marketing, not team expansion Stage 3: Growth Equity (₹2Cr - ₹10Cr Revenue) ⤷ Strong unit economics with LTV/CAC ratio of 3:1 or better ⤷ Clear path to ₹50Cr+ revenue within 3 years ⤷ Market size of ₹1000Cr+ that you can capture ⤷ Need significant capital for market expansion or R&D ⤷ Team of 25+ people with proven leadership ⤷ Only raise if you can 3x revenue within 18 months Stage 4: Scale Funding (₹10Cr+ Revenue) ⤷ Approaching or at profitability ⤷ International expansion opportunities ⤷ Acquisitions or new product lines ⤷ Series B/C rounds make sense here ⤷ You're competing for market leadership When NOT to Raise Money ⤷ You haven't proven product-market fit ⤷ Burn rate exceeds 50% of monthly revenue ⤷ Customer acquisition is broken ⤷ You're raising to extend runway without growth plan ⤷ Market size is unclear or too small ⤷ You can achieve next milestone with existing cash + revenue The Hard Truths ⤷ 80% of companies never need equity funding ⤷ Most successful companies are profitable by ₹5Cr revenue ⤷ Raising too early kills more startups than not raising at all ⤷ Debt is almost always better than equity if you qualify ⤷ Every funding round should 5x your valuation within 2 years Note: These figures are based on my experience and may vary across industries and markets. Use this as a framework, not absolute rules. Decision Framework Bootstrap → Build until ₹50L revenue with strong unit economics Debt → Scale from ₹50L to ₹2Cr while maintaining profitability path Equity → Only when you need ₹5Cr+ for rapid market capture The companies that follow this roadmap keep 60-80% ownership at exit. The ones that raise too early end up with 10-15%. Which path are you on? #startups #funding #bootstrap #debtfinancing #growth

How to Build a Bootstrapped Startup for Lean and Efficient Growth? Ever thought about launching your startup without taking on hefty loans or chasing investors? Bootstrapping could be your ticket to lean and efficient growth. Let's dive into some real-life success stories: 1. 𝐒𝐭𝐚𝐫𝐭 𝐒𝐦𝐚𝐥𝐥, 𝐓𝐡𝐢𝐧𝐤 𝐁𝐢𝐠: 𝐍𝐨𝐢𝐬𝐞 𝐒𝐦𝐚𝐫𝐭 𝐖𝐞𝐚𝐫𝐚𝐛𝐥𝐞𝐬. ➡ Noise, the Indian smart wearable brand, started with a simple idea and a minimal budget. ➡ They didn't have millions in funding but focused on what mattered most: understanding their customers. ➡ By listening to user feedback and iterating on their products, Noise grew from a small brand into a market leader. 2. 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐳𝐞 𝐏𝐫𝐨𝐟𝐢𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲: 𝐙𝐞𝐫𝐨𝐝𝐡𝐚'𝐬 𝐏𝐚𝐭𝐡 𝐭𝐨 𝐒𝐮𝐜𝐜𝐞𝐬𝐬. ➡ Zerodha, the discount brokerage firm, is a shining example of prioritizing profitability over rapid expansion. ➡ They didn't rush to scale or seek external funding. Instead, they focused on creating a robust, customer-friendly platform. ➡ Their lean approach and commitment to keeping costs low helped them become the largest retail stockbroker in India. 3. 𝐈𝐧𝐯𝐞𝐬𝐭 𝐢𝐧 𝐏𝐞𝐨𝐩𝐥𝐞, 𝐍𝐨𝐭 𝐏𝐞𝐫𝐤𝐬: 𝐙𝐨𝐡𝐨'𝐬 𝐒𝐞𝐜𝐫𝐞𝐭 𝐒𝐚𝐮𝐜𝐞. ➡ Zoho, the software giant, has always emphasized investing in their people rather than flashy perks. ➡ They focus on employee development and creating a productive work environment. ➡ This approach has enabled them to innovate continuously and stay competitive without needing to pump money into extravagant benefits. 4. 𝐋𝐞𝐯𝐞𝐫𝐚𝐠𝐞 𝐅𝐫𝐞𝐞 𝐚𝐧𝐝 𝐋𝐨𝐰-𝐂𝐨𝐬𝐭 𝐓𝐨𝐨𝐥𝐬. ➡ When bootstrapping, every penny counts. ➡ Use free or affordable tools for marketing, project management, and communication. ➡ Platforms like Canva, Slack, and Trello can help you operate efficiently without breaking the bank. 5. 𝐁𝐞 𝐑𝐞𝐚𝐝𝐲 𝐭𝐨 𝐏𝐢𝐯𝐨𝐭. ➡ The path to success is rarely a straight line. ➡ Be prepared to pivot when necessary. ➡ Swiggy and Zomato, both strong in food delivery, have pivoted to quick commerce, seeing much higher growth rates. ➡ Recently, Deepinder Goyal has been quoted as saying he sees Blinkit as a bigger growth driver than the current food delivery business. 6. 𝐁𝐮𝐢𝐥𝐝 𝐚 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐭𝐲. ➡ Engage with your audience through social media, forums, and events. ➡ Building a community around your brand not only helps in understanding your customers better but also creates loyal advocates who can spread the word about your product or service. What's your favorite bootstrapped success story, and what lesson can we learn from it? #Startup #Bootstrapping #LeanGrowth #Entrepreneurship #BusinessTips

Chatting with a founder today raising £250K generated some interesting points about. I thought it might be useful to share some takeaways: ⚡ Angels aren’t VCs – and they’re not all the same Unlike institutional investors, angels can vary a lot in terms of their activity, experience, and value. These days, lots of people have “angel investor” on their LinkedIn or Twitter bios, but not all of them are genuine or worth your time. As a founder, your time is precious, so do your homework—platforms like Beauhurst, Crunchbase, or the UKBAA members directory can help you figure out if someone’s really active or just dabbling. Check their portfolio to see if they’re serious. 👉 Location matters for angels It’s easy to overlook, but where an angel is based can make a difference. If your goal is to connect with top-tier venture funds, having angels who are well-connected and "on the circuit" in London (or your home city) can boost your chances of getting the right introductions. An angel from a smaller, less-connected network may not bring the same leverage. 🎯 Match your angel to your market Many angels are sector-specific, and while some might be open to anything exciting, targeting those who know your market will give you the best chance of not just investment but value-adding expertise. 🚀 Build trust early Trust is a critical factor for angel investors, and they’ll be asking themselves key questions like: ➡️ Does their background highlight their resilience and problem-solving ability to navigate future challenges? ➡️Does this founder deeply understand their market and business model? ➡️Have they demonstrated strong execution skills and a clear plan to scale? ➡️Are their financial projections realistic, and do they show a clear path to ROI? ➡️Is there evidence of traction or market validation ? To build trust, focus on the details that matter: be prepared, show mastery of your numbers, and provide evidence of market fit. Be transparent about risks and challenges, but pair this with a credible plan for how you’ll address them. Build multiple trust points by following through on commitments, proactively offering references or testimonials, and being open to constructive feedback. Investors are more likely to back founders who demonstrate professionalism, competence, and integrity from the outset. ⏩ Leverage networks Angels often invest with other angels or alongside funds, so finding clusters of well-connected people is key. Your goal should be to identify the lead domino—the first investor who can bring others in. A round tends to gain momentum faster when the angels already know and trust each other. ⚠️ Not all money is equal Sometimes a smaller ticket from an experienced, well-connected angel can bring you far more value than a big cheque from someone inexperienced or hands-off. Hope this sparks some ideas! If you want to chat more about any of these points, just let me know. #angelinvesting #startups #funding #founders #newableadvice

Business Model Innovation for the Circular Economy 🌍 Creating value in a circular economy demands a shift in both process and mindset. This visual framework presents two connected elements. The first is a cycle that outlines the phases of circular business model innovation. The second is a set of strategic levers to design and evolve business models around circular principles. The process begins with an impulse. This is a signal that challenges the current way of operating. It may originate from regulatory changes, material scarcity, shifting consumer preferences, or internal ambitions. The impulse triggers a process of reflection and exploration. From there, the next step is to identify areas within the current model that lead to waste, inefficiency, or missed opportunities to regenerate value. This involves understanding how resources flow through the system and where interventions might shift outcomes. Ideation follows. This is the creative phase where potential solutions are generated. It draws on insights from design, engineering, service innovation, and systems thinking. Ideas should be bold but also feasible within the boundaries of the organization and its ecosystem. Integration expands the scope. At this stage, the business looks beyond its walls to build partnerships, align incentives, and shape shared infrastructure. Collaboration becomes essential to ensure that circular models function across supply chains and customer touchpoints. The imagine phase invites companies to explore what a future operating model might look like. This is not forecasting but a design exercise. It encourages the organization to reframe its value proposition in a circular economy and to clarify its long-term strategic position. Incorporation focuses on enabling change. New capabilities are needed, from logistics for reverse flows to systems that track materials over time. Roles and responsibilities may need to shift. Internal alignment is essential for circular strategies to take root. Implementation activates the strategy. Prototypes are launched, pilots are tested, and learning loops are created. Progress depends on execution but also on feedback. Circular models are dynamic and require mechanisms to adjust and adapt as conditions evolve. Supporting this cycle are four strategic pathways. These include closing the loop through reuse and reverse flows. Improving the loop by increasing durability and efficiency. Monetising the loop through new pricing and ownership models. And exciting the loop by engaging users through emotional, functional, and social value. Together, these strategies offer a practical map for companies seeking to create circular business models that are both regenerative and competitive. Source: Circular Ecosystems: Business Model Innovation for the Circular Economy (2020) #sustainability #sustainable #esg #business

This is exactly how we meet client expectations at DZ!NR. I see so many designers struggling to give clients what they want. They get stuck with endless revisions because clients keep rejecting concepts. After all, they feel, “It’s just not what I had in mind.” It happened to me too while I was starting. But over time, I have figured out how to go about it. Here’s a process that works for us: → The discovery call - This is where we know who they are trying to reach. → Brand strategy - Before even beginning a single sketch, we outline what the brand stands for. We understand the mission, values, positioning and tone of voice. → Moodboard and visual direction - At this step, we define the brand’s personality, colors, fonts, textures, etc.   → Logo design - We start with rough sketches and explore concepts that align with the brand’s essence. → Final edit and presentation - Once the design is polished, we present the brand identity as a whole. We explain why the design works, how it aligns with the strategy and how it will help them connect with their audience. This process will help you in understanding what the client needs and when you have mastered that, you will see your revisions will cut down by half in no time. What’s your biggest challenge when it comes to designing brand identities? #graphicdesign

Hate doing Competitor Analysis? Here is how to do it, without overwhelming yourself 👇🏽 While competitor analysis is a super critical part of any market research and differentiation strategy, most folks don't know how to do it rightly. I have seen people filling up a gazillion of slides and pages with every detail of the competitors, this leads to a popular PM disease called: "Analysis Paralysis" This also demotivates a lot of professionals from pursuing market research, because it gets overwhelming quickly. Here are the 4 questions (+ tools) I would suggest you start with in your next competitive research: 1. What problems do they solve, are they relevant for our users? 2. What are their strengths? (Check their website lingo, check their ads from Facebook/Google/Linkedin Ads Library, use the product by yourself, and observe customers to find this). 3. What are their weaknesses? (Check their social media, and customer conversations, use the product by yourself, and make a quick need-gap analysis). 4. How do they acquire and retain users? (This will help you identify channels, communication, and product strategy). Start with these basics, and then build upon this foundation. The best resources for competitor analysis: 1. Google keyword tool: Find your keywords, and Discover who else ranks on your keywords. 2. Google/Facebook/Linkedin ads library: To understand their communication strategy and maybe star features. 3. Quora, Reddit, and Google reviews: For understanding customer voice and experiences. 4. Website: Probably the best resource. Will help you understand How they position themselves, who are top customers, and benefits. Always remember: Customer Obsession >> Competitor Obsession. Work backward from customer needs. Which is your favorite tool for competitive analysis? P.S. This is a slide from our detailed module on GTM strategy at HelloPM. Check out https://hellopm.co to find what we have in store to supercharge your Product Career ⚡️ #productmanagement #competitor

I've invested in two-dozen early stage companies, and have seen one main problem with almost all of them: Startup founders don't regularly communicate with their investors after securing funds. Why does this happen? It's not because founders don't want to send updates, they just don't have a plan. After analyzing the founders that DO do this really well, I found they follow a sequence like the one here. Use this as a template: 1. Introduction - Start with a Personal Note: Talk about your current life situation briefly (milestones, etc.) - Highlight what you will discuss in the update, especially any requests for help (introductions to people/companies/organizations, hiring needs, amplification of messaging, etc.). 2. Team Updates - Introduce any new team members and their roles. - Discuss any significant team milestones or planned hires. 3. Sales/Accounts - Describe new partnerships, distribution channels, or significant sales metrics. - Highlight any challenges or negotiations. 4. Financials - Discuss your current financial situation. - Include any investments, rounds, or significant changes in revenue. 5. Product/Service Updates - Discuss new product/service launches or improvements. - Address any discontinuations or phase-outs. 6. Conclusion - Offer a brief summary and express enthusiasm for what's next. - Ask for help where you need it (introductions, hiring, amplification of messages in public, etc.). Your investors want you to succeed. Communication doesn't need to be hard or haphazard. Use this template to talk to your backers each quarter and you'll find more & more of them want to help you. #startups #founders #angelinvesting