Rob Walling

And so that's where your shipping, your shipping muscle that you're rebuilding right now, as well as the fast feed, as well as the fast feedback cycle, I think is going to help with that motivation. It helps refill your, helps shorten your runway. No, the opposite. It helps lengthen your runway or helps, you know, kind of refill your motivation, your bucket so that you can keep going.

And so that's where your shipping, your shipping muscle that you're rebuilding right now, as well as the fast feed, as well as the fast feedback cycle, I think is going to help with that motivation. It helps refill your, helps shorten your runway. No, the opposite. It helps lengthen your runway or helps, you know, kind of refill your motivation, your bucket so that you can keep going.

One decision that I think you're facing that still feels very muddy And I want to bring it up because it is muddy. I want to show people listening to this that, you know, in hindsight, after this season airs and they're like, well, Colleen was wildly successful with Hello Query. She always knew she would be. She knew exactly what to build. Everything's great. And up and to the right.

One decision that I think you're facing that still feels very muddy And I want to bring it up because it is muddy. I want to show people listening to this that, you know, in hindsight, after this season airs and they're like, well, Colleen was wildly successful with Hello Query. She always knew she would be. She knew exactly what to build. Everything's great. And up and to the right.

But looking back in the midst of it, you usually really are uncertain as to what kind of what you're building, who you're building it for. Like it's very muddy, right? And one good example of that is right now you're building this AI-assisted SQL to CSV reporting engine for internal BI users, for people to query stuff.

But looking back in the midst of it, you usually really are uncertain as to what kind of what you're building, who you're building it for. Like it's very muddy, right? And one good example of that is right now you're building this AI-assisted SQL to CSV reporting engine for internal BI users, for people to query stuff.

And that's kind of where you have interest and that's kind of what the product is today and you're adding features on. But

And that's kind of where you have interest and that's kind of what the product is today and you're adding features on. But

There's been this other request of a few of them around, well, could this just tie into all of our marketing tools and allow us to query what Google Analytics plus Mixpanel plus Heap plus, you know, just whatever marketing stack to kind of, I would love to just ask my marketing stack questions. How many trials do we have last month? How are they converting?

There's been this other request of a few of them around, well, could this just tie into all of our marketing tools and allow us to query what Google Analytics plus Mixpanel plus Heap plus, you know, just whatever marketing stack to kind of, I would love to just ask my marketing stack questions. How many trials do we have last month? How are they converting?

Are they just whatever people can imagine that maybe it's a dashboard, maybe it's not. But that is a different direction.

Are they just whatever people can imagine that maybe it's a dashboard, maybe it's not. But that is a different direction.

is not that those are not two are not the same thing the mark kind of the marketing uh query engine or the marketing dashboard versus an internal bi tool what are your thoughts on that decision and like is it weighing on you are you uncertain about it like how is that going for you you're right they're not the same thing they're two totally different directions and i find both of them to be really appealing

is not that those are not two are not the same thing the mark kind of the marketing uh query engine or the marketing dashboard versus an internal bi tool what are your thoughts on that decision and like is it weighing on you are you uncertain about it like how is that going for you you're right they're not the same thing they're two totally different directions and i find both of them to be really appealing

In the world of startups, decisions are seldom clear cut. Colleen finds herself at a crossroads, torn between two compelling directions for her product, catering to internal BI teams or tapping into the excitement surrounding marketing analytics. It's a classic case of the curse of the audience, a dilemma that highlights the challenges of navigating the murky waters of finding product market fit.

In the world of startups, decisions are seldom clear cut. Colleen finds herself at a crossroads, torn between two compelling directions for her product, catering to internal BI teams or tapping into the excitement surrounding marketing analytics. It's a classic case of the curse of the audience, a dilemma that highlights the challenges of navigating the murky waters of finding product market fit.

I call that false demand the curse of the audience. And there's two curses to it. One, you tweet it out or you email your list, and everyone's like, oh, I kind of want to check out what they're doing, and everybody's really interested. And then they're not actually that interested to solve a problem, but they just want to interact with you.

I call that false demand the curse of the audience. And there's two curses to it. One, you tweet it out or you email your list, and everyone's like, oh, I kind of want to check out what they're doing, and everybody's really interested. And then they're not actually that interested to solve a problem, but they just want to interact with you.

And then the other curse of the audience is when you burn through your entire audience, like I did in the early days of Drip, where it was like I have, whatever, 10,000, 15,000 people on an email list and Twitter following and everything, and we launched this product that was kind of half-baked. It was like an MVP and people looked at it and said, it just doesn't do enough. And so a lot of churn.

And then the other curse of the audience is when you burn through your entire audience, like I did in the early days of Drip, where it was like I have, whatever, 10,000, 15,000 people on an email list and Twitter following and everything, and we launched this product that was kind of half-baked. It was like an MVP and people looked at it and said, it just doesn't do enough. And so a lot of churn.