Prince Ghosh

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.

Or number three is you if you start with number two, you expand wallet share over time, meaning you build more that either provides more value for customers and they pay you more or you eat into more parts of the customer's P&L and what they spend money on.

Or number three is you if you start with number two, you expand wallet share over time, meaning you build more that either provides more value for customers and they pay you more or you eat into more parts of the customer's P&L and what they spend money on.

Or number three is you if you start with number two, you expand wallet share over time, meaning you build more that either provides more value for customers and they pay you more or you eat into more parts of the customer's P&L and what they spend money on.

So going back, the reason that the top down approach to product roadmap building is challenging is because sometimes you can build this vision of the world you want without thinking about buying cycles or where the budget is going to come from for the customer to actually pay you. for the thing that you're building, that's a very dangerous and slippery slope.

So going back, the reason that the top down approach to product roadmap building is challenging is because sometimes you can build this vision of the world you want without thinking about buying cycles or where the budget is going to come from for the customer to actually pay you. for the thing that you're building, that's a very dangerous and slippery slope.

So going back, the reason that the top down approach to product roadmap building is challenging is because sometimes you can build this vision of the world you want without thinking about buying cycles or where the budget is going to come from for the customer to actually pay you. for the thing that you're building, that's a very dangerous and slippery slope.

But then conversely, purely building bottoms up leaves you very susceptible to the demands, particularly of your largest customers. And while that may be good in the short term, and maybe that's what you need to do right there and then in the moment to make sure your largest customers are happy,

But then conversely, purely building bottoms up leaves you very susceptible to the demands, particularly of your largest customers. And while that may be good in the short term, and maybe that's what you need to do right there and then in the moment to make sure your largest customers are happy,

But then conversely, purely building bottoms up leaves you very susceptible to the demands, particularly of your largest customers. And while that may be good in the short term, and maybe that's what you need to do right there and then in the moment to make sure your largest customers are happy,

You ultimately want to make sure that you are building for not just the customer of today, but also the customer you want to close three months from now or six months from now, especially as a venture backed startup, right? Where you can afford to continue to think in the future of who you want to close next. And you don't need to purely just be obsessed with who you want to close today.

You ultimately want to make sure that you are building for not just the customer of today, but also the customer you want to close three months from now or six months from now, especially as a venture backed startup, right? Where you can afford to continue to think in the future of who you want to close next. And you don't need to purely just be obsessed with who you want to close today.

You ultimately want to make sure that you are building for not just the customer of today, but also the customer you want to close three months from now or six months from now, especially as a venture backed startup, right? Where you can afford to continue to think in the future of who you want to close next. And you don't need to purely just be obsessed with who you want to close today.

So the FactorQuality team started with me and my co-founders. So my co-founders, like I said, they had started Doorstev, the services agency, which is still around actually. And today they sit on our board and support the business via that sort of relationship. I run the day-to-day of Factored Quality as Foundry's CEO, and we built up quite an extraordinary leadership team.

So the FactorQuality team started with me and my co-founders. So my co-founders, like I said, they had started Doorstev, the services agency, which is still around actually. And today they sit on our board and support the business via that sort of relationship. I run the day-to-day of Factored Quality as Foundry's CEO, and we built up quite an extraordinary leadership team.

So the FactorQuality team started with me and my co-founders. So my co-founders, like I said, they had started Doorstev, the services agency, which is still around actually. And today they sit on our board and support the business via that sort of relationship. I run the day-to-day of Factored Quality as Foundry's CEO, and we built up quite an extraordinary leadership team.

Factored Quality, at its core, we're a vertical platform for an industry, right? We're building software for consumer goods manufacturing as an industry. Quality, we believe, is our first wedge. Over time, we want to build more and more of what it takes for a consumer goods or consumer product brand to source a factory, manufacture their inventory, finance that inventory, ensure that inventory.

Factored Quality, at its core, we're a vertical platform for an industry, right? We're building software for consumer goods manufacturing as an industry. Quality, we believe, is our first wedge. Over time, we want to build more and more of what it takes for a consumer goods or consumer product brand to source a factory, manufacture their inventory, finance that inventory, ensure that inventory.

Factored Quality, at its core, we're a vertical platform for an industry, right? We're building software for consumer goods manufacturing as an industry. Quality, we believe, is our first wedge. Over time, we want to build more and more of what it takes for a consumer goods or consumer product brand to source a factory, manufacture their inventory, finance that inventory, ensure that inventory.

And we think there's an opportunity to build an operating system for global manufacturing. The reason I say that and the reason it's relevant is because anytime you're building vertical software, I think it's really important to build a team that has one foot in the industry and one foot in technology.