Prince Ghosh

You have to optimize across this triangle of quality, scope, and timeline. If, for example, you have a LOI committed from a customer saying, hey, we will pay you 10k a month in MRR if you can launch this by this date, this time, obviously timeline is the factor that cannot move.

You have to optimize across this triangle of quality, scope, and timeline. If, for example, you have a LOI committed from a customer saying, hey, we will pay you 10k a month in MRR if you can launch this by this date, this time, obviously timeline is the factor that cannot move.

You have to optimize across this triangle of quality, scope, and timeline. If, for example, you have a LOI committed from a customer saying, hey, we will pay you 10k a month in MRR if you can launch this by this date, this time, obviously timeline is the factor that cannot move.

In other cases, if you have that LOI from a customer saying, hey, we'll pay you 10K a month the second that you can get us to feature parity from another platform or system or service that we're using, then scope is the thing that cannot move, right? Because you can't deliver less than that necessity. In general, I don't like quality to ever be the thing that gives.

In other cases, if you have that LOI from a customer saying, hey, we'll pay you 10K a month the second that you can get us to feature parity from another platform or system or service that we're using, then scope is the thing that cannot move, right? Because you can't deliver less than that necessity. In general, I don't like quality to ever be the thing that gives.

In other cases, if you have that LOI from a customer saying, hey, we'll pay you 10K a month the second that you can get us to feature parity from another platform or system or service that we're using, then scope is the thing that cannot move, right? Because you can't deliver less than that necessity. In general, I don't like quality to ever be the thing that gives.

I think scope and timeline are the two variables that you should play with. But ultimately, the quality and the craft of the product or the service that you produce as a startup, that becomes a very integral kind of cultural identity that you build as a company.

I think scope and timeline are the two variables that you should play with. But ultimately, the quality and the craft of the product or the service that you produce as a startup, that becomes a very integral kind of cultural identity that you build as a company.

I think scope and timeline are the two variables that you should play with. But ultimately, the quality and the craft of the product or the service that you produce as a startup, that becomes a very integral kind of cultural identity that you build as a company.

And I think that's something that's really important to set in the sand early on of saying, we are a company that builds high quality, high crafted software services experience, whether that customer is a consumer or whether it's a business. And then you can decide what is it that really matters for you.

And I think that's something that's really important to set in the sand early on of saying, we are a company that builds high quality, high crafted software services experience, whether that customer is a consumer or whether it's a business. And then you can decide what is it that really matters for you.

And I think that's something that's really important to set in the sand early on of saying, we are a company that builds high quality, high crafted software services experience, whether that customer is a consumer or whether it's a business. And then you can decide what is it that really matters for you.

For us, we very much build our roadmaps as the amalgamation of two mindsets, right? There's the top-down mindset saying, hey, as founders, we had this pain point. We saw the pain point firsthand, and we always had a vision of the end version of the world that we wanted to see. Let's work backwards from there to create a roadmap. And then there's the bottoms up version.

For us, we very much build our roadmaps as the amalgamation of two mindsets, right? There's the top-down mindset saying, hey, as founders, we had this pain point. We saw the pain point firsthand, and we always had a vision of the end version of the world that we wanted to see. Let's work backwards from there to create a roadmap. And then there's the bottoms up version.

For us, we very much build our roadmaps as the amalgamation of two mindsets, right? There's the top-down mindset saying, hey, as founders, we had this pain point. We saw the pain point firsthand, and we always had a vision of the end version of the world that we wanted to see. Let's work backwards from there to create a roadmap. And then there's the bottoms up version.

The bottoms up version is customers saying, this is what we want. And this is what we need, ultimately, in order to give you factor quality, more and more wallet share, right? Companies are companies, right? We need to make money. And we can only make money by doing one of three things. by building something so revolutionary that it introduces more budget or wallet share for a customer.

The bottoms up version is customers saying, this is what we want. And this is what we need, ultimately, in order to give you factor quality, more and more wallet share, right? Companies are companies, right? We need to make money. And we can only make money by doing one of three things. by building something so revolutionary that it introduces more budget or wallet share for a customer.

The bottoms up version is customers saying, this is what we want. And this is what we need, ultimately, in order to give you factor quality, more and more wallet share, right? Companies are companies, right? We need to make money. And we can only make money by doing one of three things. by building something so revolutionary that it introduces more budget or wallet share for a customer.

And I say all this with kind of the caveat of this is how B2B products are made. So number one is you create new budget. Number two is you displace existing budget, right? So you take something that someone is paying for and you swap it out for your solution one to one.

And I say all this with kind of the caveat of this is how B2B products are made. So number one is you create new budget. Number two is you displace existing budget, right? So you take something that someone is paying for and you swap it out for your solution one to one.