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How to Justify “Non-Sexy” Product Investments

Casey Accidental

A common issue leaders in product management, design, or engineering face is justifying investment in the “non-sexy” stuff. What is not sexy can differ by company, but usually the sexy things are new products and few features. Another way to say that is product/market fit has a positive slope. User Experience.

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How to Find Product-Market-Sales Fit

Andreessen Horowitz

One of the toughest challenges for founders — and especially technical founders who are used to focusing so much on product features over sales — is striking “product-market fit”. What are the key milestones that go into both, and in different phases of company building — especially pre to post product-market fit?

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How to Think of R&D Spend

Andreessen Horowitz

Most growth-stage CEOs I work with know how to tell if they’re efficiently allocating capital in every part of their budget with one glaring exception: research and development (R&D). Map your spend to your product roadmap, then attach an expected ROI and timeline for the expected return.

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What I Learned Selling My Company for $130M with Harry Glaser of Periscope Data and ModelBit

SaaStr

They grew like crazy when they found product-market-fit and raised a big Series A and B. Most often, you get a call from a function called corporate development. It’s not a bad relationship to have, but understand that they’re deal executors, not deal creators. There’s some foundational shift or big macro market change.

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5 Things that Kill Startups with Y Combinator

SaaStr

1 Fake product-market fit. You’re company building before product building. So why do founders believe they have market fit, even if they don’t? Raising a series of pre-product market fit. There is a common misconception that product-market fit means you’ve conceptually built what buyers want.

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How Revenue Leaders at Box, Calendly, and Lattice Scaled From $0 to $100M+ and Beyond

SaaStr

What should you look for in an Enterprise rep vs. a Mid-Market rep? How should you handle presenting challenges to your C-suite team when you’ve just joined the company? Solving High Volume, Low Conversion at Lattice Dini Mehta joined Lattice at $3M in revenue when it had just 10 people in seat for Go-To-Market and 7 salespeople.

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Who is Lenny Rachitsky: Background, Newsletter, Podcast, and More

User Pilot

He also hosts a job board for product professionals and has created a GPT-4 chatbot, Lennybot, that is programmed to answer questions from Lenny’s newsletter and podcast. Before starting his own venture, Lenny worked in the product and engineering teams of companies like Airbnb and Neustar.