VelociratorOne decision. The whole loop.
Explore how a founder can move from an assumption to a useful next step.
“Teams like it. Should we build more?”
Customer: small research teams collecting customer interview notes.
Problem: important observations get lost between calls.
Current alternative: shared documents and manual summaries.
Stage: working prototype, no paying customers.
Evidence: five friendly contacts said the idea sounds useful.
Goal: find the first paying team.
The next question is a buying decision.
Positive feedback is a reason to investigate, not evidence that a team will pay. I would test a small paid pilot before extending the product.
The trade-off: you may delay useful improvements for a week. I'd change this recommendation if a specific missing capability is already blocking a willing buyer.
One question: Which two teams have felt this problem recently enough to consider a pilot?
Offer a paid pilot to two teams.
- Purpose
- Learn whether the problem is important enough for a purchase.
- Hypothesis
- At least one relevant team will commit to a paid, two-week pilot.
- Method
- Show the working prototype and make the same clear offer to two qualified teams.
- Success criterion
- At least one paid pilot confirmed by Friday.
- If not
- Record why they declined before deciding what to build.
Two offers. No paid pilots.
Both teams said finding past evidence was painful. Neither accepted the pilot. One needed a security review; the other had already paid for a different tool.
What happened
The experiment was completed. Its pre-agreed success criterion was not met.
What we still don't know
Whether other teams share these barriers, or whether they would buy at the offered price.
The plan changed. The learning stays.
You tested a purchase instead of guessing. The result doesn't establish demand, but it gives two concrete objections to investigate.
In a real workspace, the original decision, accepted experiment, recorded result, and review remain linked. Your next meeting starts here.
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