Time: 1.10 Minutes

Today a short one for you…

Growth is inevitable for business, so getting great advice from the best of the best which did it before is pure gold.

One who invested in that topic a lot of great work is Elad Gil. And now the best thing you can read his Handbook about High Growth for free here:

High Growth Handbook by Elad Gil

So read on and stay curious.

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Time: 3.30 Minutes

Remember when you first joined any social media app and found five of your friends in the first few minutes?

That wasn’t an accident. That was your aha moment. The exact point where you went from “trying this out” to “I need this.”

Everything before that moment is friction. Everything after is retention.

Most products never get users there. They bury value behind tutorials, feature tours, and empty states. Users leave before experiencing why your product matters.

The distance between signup and aha moment predicts churn better than almost anything else.

Slack knew this, their aha moment was 2,000 messages sent by a team. They optimized everything to get teams there fast.

Find your aha moment by looking at users who stick around. What did they do in the first session that churned users didn’t?

That’s the signal to follow.

Then remove everything between signup and that moment.

No tours. No “complete your profile.” Get them to value immediately.

Users don’t churn because your product is bad. They churn because they never experienced it being good.

So get to aha fast and stay curious.

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Time: 3.10 Minutes

You know churn is killing you. Now what?

Start by segmenting who’s leaving.

Not all churn is equal. Are you losing customers in month one or month twelve?

But why this is such a gig difference…

Early churn means your onboarding sucks or you’re selling to the wrong people. Late churn means your product stopped delivering value or competitors caught up.

Talk to the people who left. Best in an actual conversations. Ask what they expected versus what they got.

Most founders skip this because it’s uncomfortable. Do it anyway.

Then look at your best customers, the ones who stay and expand. What do they have in common?

That’s your actual ICP, not the one you made up in your pitch deck.

Double down there and stop selling to everyone else.

Fix your onboarding. Most SaaS churn happens because users never reached the “aha moment” where your product clicks.

Measure time-to-value and kill every friction point between signup and that moment.

The answer isn’t in your growth playbook. It’s in the reasons why some people leave and why your best customers stay.

Start there.

So listen to leaving customers and stay curious.

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Time: 3.20 Minutes

Every asked yourself why everyone is so obsessed about churn metrics? No?

Let me give you an example…

You’re adding new customers every month. Revenue is climbing. You feel like you’re winning.

Then you check retention and realize you’re filling a leaky bucket…

Jason Cohen nailed this with his concept of max ARR, the ceiling your business can’t break through because churn eats everything you add.

Imagine, you’re losing 5% of revenue every month, there’s a mathematical limit to how big you can get. No amount of new sales will ever fixes this.

Here's the brutal math:

You're adding $100k in new ARR monthly but losing 5% to churn.

Your maximum ARR caps at $2M. Ever.

You can't get past it because at $2M, you lose $100k monthly to churn, exactly what you're adding.

The treadmill stops moving forward.

Churn isn’t a retention problem. It’s a product problem, a pricing problem, an onboarding problem, or a customer-fit problem.

Fix churn first. Because until you do, every dollar you spend on growth is just funding your leaky bucket.

So listen to your churn rate and stay curious.

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Time: 3.10 Minutes

You finally hit product-market fit. Customers love your product. Retention is solid. People are telling their friends.

Youre ready to scale.

You dump money into ads and hire a sales team. You close deals but every one feels custom, unrepeatable, exhausting. What’s wrong?

You have product-market fit but not go-to-market fit.

They’re not the same thing.

Product-market fit is when customers start pulling your product toward them instead of you pushing it onto them. But validation doesn’t automatically become a scalable business.

Many enterprise startups get to PMF but don’t achieve growth and acceleration because there’s a missing link. That link is GTM fit.

But what does this mean?

Knowing exactly who buys, how they buy, what they pay, and most important how to build a repeatable machine around that motion.

Think of Go-to-market fit as a system that prints customers.

So go find that system and stay curious after you hit PMF.

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Time: 3.30 Minutes

Mark Roberge, HubSpot’s first CRO who scaled them from $0 to $100M, proved something most founders ignore:

You can have a great product and still fail because you picked the wrong go-to-market strategy.

Go-to-market fit means your sales and marketing approach actually matches your product and target customer. Sounds easy but it is hard to master.

Roberge built HubSpot’s entire sales machine around this, hiring the same profile, training the same way, measuring the same metrics, optimizing the same funnel.

Most startups mess this up.

They build enterprise software and try to sell it with self-serve PLG.

Or they build a $50/month tool and hire expensive enterprise sales reps.

The product might be perfect. But the GTM kills them...

So define your ideal customer profile ruthlessly. Then build a repeatable sales process around it. then hire and scale the people/process who fit that exact motion.

Don’t hire a sales team and hope they figure it out on their own…

They need a well oiled machine which is already running.

So build the machine, find your working channel and stay curious.

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Time: 3.40 Minutes

Most startups don’t have a growth engine. They have a collection of tactics that work once and die.

A growth engine is different.

It’s a self-sustaining loop that compounds input and creates output. Then output funds more input, repeat forever.

Without this approach, you’re stuck doing manual outbound, chasing one-time viral hits, and hitting ceilings fast.

There are four main engines:

• SEO (create content → users find it → revenue funds more content)

• Paid Acquisition (spend on ads → acquire users → revenue funds more ads)

• Sales-Led (hire salespeople → close deals → revenue funds more salespeople)

• Product-Led/Viral (users get value → they invite others → more users create more value)

Pick one. Build it properly.

Most founders layer on “turbo boosts” like viral campaigns, PR hits, partnerships and think that’s growth.

But it’s not. Those are temporary spikes.

The engine is what creates compounding S-curves. Everything else just helps it run faster.

If you’re grinding manually every month to hit numbers, you don’t have an engine yet.

You have a treadmill disguised as a strategy.

So build the loop, optimize it and stay curious.

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Time: 3.30 Minutes

Product-market fit isn’t forever.

You can have it, then lose it. You have to cherish it, maintain it and always watch it.

This isn’t debated, it’s consensus among all growth experts.

When PMF slips, everything breaks.

Your retention curves flatten. Organic growth stalls. Acquisition costs spike because you’re forcing people into something they don’t love anymore.

The growth engine that used to compound now just burns your cash.

Customer expectations can evolve. What delighted users yesterday becomes table stakes tomorrow.

You chase new markets and dilute your core value proposition. Competition catches up. You stop listening to the users who actually love your product and start building for everyone else.

So treat PMF like fitness…

You lose it without consistent effort. Therefore, taking score of your PMF and tracking retention cohorts, is key.

Focus ruthlessly on your core users, the ones with high expectations who actually care. No-one else.

PMF isn’t a milestone. It’s a system you have to maintain or your business will die.

So start watching your PMF score and stay curious.

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Time: 3.40 Minutes

Product-market fit isn’t one priority among many. It’s the only priority that matters until you have it.

Here’s the reality: CB Insights data is brutal. 42% of startup failures come from no market need.

This is a product issue.

Only 14% fail because of poor marketing. Most founders think they have a growth problem when they actually have a product problem.

You can’t growth-hack your way out of weak retention. You can’t A/B test your way to product-market fit. You can’t spend your way past a product people don’t actually want.

Growth without strong PMF at its core, is nothing.

You’ll optimize channels, test landing pages, run ads and watch users sign up, whixh try once, and never come back.

The metrics will maybe look good, until you check retention.

Products are built to fit with channels. Channels do not mold to products. If your product doesn’t solve a real problem that people willingly pay for at its core, no growth strategy will save you. Ever.

Product-market fit isn’t a milestone you hit and move past. It’s the foundation everything else sits on.

Growth amplifies what’s already there. Without PMF, you’re just amplifying failure faster.

Fix the product first. Then its about to scale.

So always start with your core and stay curious.

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Time: 3.50 Minutes

Andrew Chen said it recently on X:

Most founders don’t have a growth problem. They have a product problem disguised as a growth problem.

This really matters. Because you can’t growth-hack your way out of a bad product.

Products are built to fit with channels. Channels do not mold to products. If your product doesn’t solve a real problem, no amount of marketing will save you.

But the reverse is also true.

A common mistake is working on features when you should be getting the existing product to more people.

This is why “Head of Growth” roles are tricky.

You’re being asked to scale something that might not be ready to scale. So only take those roles where you have significant control over product, or if you’re just running up the score on something that proofed already been working.

Growth and product aren’t separate functions.

They’re the same conversation. Your product strategy should answer, how will users discover this?

Your growth strategy should answer, does this actually solve the problem we said it would?

When they’re disconnected, you build features nobody wants. So keep them connected. Always

So connect what has to be connected and stay curious.

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Time: 1.40 Minutes

School taught you to finish and hand it in. Business rewards you for never being finished.

This is a rule you should live by…

Done is a moment. Better is a direction.

The companies and people winning right now aren’t shipping perfect products.

They’re shipping, learning, improving, and shipping again. Every day.

Most people stop when it’s good enough. That’s exactly why relentless improvement is a competitive advantage, because it’s uncomfortable and most people quit.

Choose better over done. Every time.

So be better and stay curious.

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Time: 3.40 Minutes

Stripe just hit a $140 billion valuation. No IPO. No quarterly earnings calls. No Wall Street circus.

And they found a great way to be a public company without being public.

Since 2024, Stripe has run recurring tender offers as a standing liquidity program for employees and early investors. Co-founder John Collison says they’re still not in any rush to go public.

At $140 billion, the rush is hard to see for them.

This isn’t a waypoint to an IPO. It’s becoming a substitute for one.

The smartest move: they solved the only real reason companies go public in the first place → employee liquidity.

If Stripe can keep running tenders at rising valuations every six to nine months, it removes the single strongest argument for going public.

This lesson isn’t just about finance.

It’s about control. Going public means answering to everyone.

Staying private and engineering your own liquidity means you keep building the way you want.

Stripe chose the latter. And the market is rewarding them for it.

So think about who you want to answer and stay curious.

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Time: 2.40 Minutes

Everyone talks about scaling to unicorn status on your own via AI lately…

But instead everyone should talk about building a business that runs without draining you completely “via” AI.

The real flex isn’t a billion dollar valuation. It’s working four hours and the business keeps moving. Tim’s Ferriss is maybe more back then ever…

One person can now run what used to require an entire team. AI handles customer support. Automation handles onboarding. Systems handle the repetitive decisions you used to make manually every day.

The goal isn’t unicorn status. It’s building something that works while you sleep, think, travel, or just live your life.

Start by listing everything you do weekly. Ask honestly: does this need me specifically, or just someone or something consistent?

Most tasks don’t need you. They need a system.

Build the system once. Let it run. Stay for the decisions only you can make.

That’s the real one-person unicorn.

So use AI right and stay curious.

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Time: 3.30 Minutes

You can’t always rely on others’ reach. So build your own attention while you grow.

Build with your community, not just for them.

Nothing Phone does this brilliantly, they use their community to test ideas, validate designs, and develop new products before launch.

Early supporters don’t just buy the phone, they help create it.

Share what you’re building in real-time. Revenue milestones, product decisions, failed experiments.

Do it everywhere people pay attention, social media, industry events, podcasts, case studies, forums, speaking gigs.

What actually works: “Considering two pricing models, which makes more sense?” “Just killed a feature we spent 3 months on, here’s why.” “Beta testers found this bug before launch, saved us $20k.”

Why this works: People love being part of the journey, not just watching it.

When they influence decisions, they become invested in your success. Your early community becomes your best product team and your loudest advocates.

As you grow, this gets harder.

Capitalize on being small. Let people shape what you’re building while you still can.

So use what you have and stay curious.

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Time: 3.20 Minutes

Most people think partnerships need complicated contracts and guaranteed promotion. Wrong.

When you’re small, you can offer something bigger companies can’t: actual ownership.

Here’s what works: Find 10-20 people who have what you need, audience, distribution, credibility, connections.

Offer them 0.1% equity with zero obligations. No required posts. No mandatory promotion. Just ownership if they believe in what you’re building.

Some will do nothing. Some will help a little. But a few will become genuine advocates because they have skin in the game. Their credibility becomes yours. Their network becomes your customers.

Why this works: You’re not paying for promotion. You’re creating aligned partners. 0.1% of nothing is nothing. 0.1% of something beats 100% of nothing.

Bigger companies won’t do this, too complicated. You can. That’s your advantage.

The people who care will promote naturally. The ones who don’t cost you almost nothing.

This removes the risk of betting everything on one partnership while giving you multiple shots at finding who actually connects with your market.

So don’t wait for that people find you, start using partners and stay curious.

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Time: 3.10 Minutes

Most people think they need thousands of followers or leads to make money. Wrong.

Your first customers aren’t hiding in some massive audience you don’t have yet.

They’re already around you right now, engaging with your content, asking questions in your commentating, signing up for your waitlist, or emailing you about problems.

These are warm leads. They’ve already shown interest.

Cold outreach converts usually at 1%. Warm audience converts at 5%+ because they actually care more.

Here’s what works: Track everyone who interacts with you, social media engagement, email replies, demo requests, newsletter sign-ups, old leads who didn’t buy yet.

Then reach out personally: “Hey, noticed you’re interested in this, building something, want early access?”

You’re not interrupting. You’re serving them what they already want.

This works best when you’re small because you can actually talk to everyone who’s shown interest. Your warm audience might be 50 people right now. That’s fine.

Fifty warm leads beat 10,000 cold ones.

Scale kills this advantage. So use it now while you still can. Start conversations with people who already raised their hand.

So don’t wait for the big audience, start going now and stay curious.

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Time: 3.10 Minutes

Life is unfair to all of us…

A little to some, a lot to others…

But at a certain point, it is your duty to heal it and then grow out of it!

In business, unfair things happen constantly.

• The sale falls through because the prospect ghosted after months of work.

• The partnership which collapses because someone lied about their capabilities.

• The contractor which disappears after taking your deposit.

• The co-founder which stops working but keeps collecting equity.

• The investor which pulls out last minute.

• The employee you trained for years which leaves for a competitor.

Now you can choose between two thing:

1. The victim: And spending years angry about how unfair it was, how they screwed you, how the world is against you.

or

2. The responder: With the mindset to set action against it by asking questions like, what did I miss in due diligence? What red flags did I ignore? How do I structure the next deal to protect myself? What systems prevent this from happening again?

The trauma happened. Your anger is real.

But staying in victim mode doesn’t build your business or make you money. Taking responsibility for how you interpret and respond does.

That’s where you get your power back. That’s where you learn and grow instead of staying stuck blaming everyone else for why things didn’t work out.

So don’t victimise yourself, start responding and stay curious.

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Time: 3.30 Minutes

If you ever ask me what was my most influential article back in university I have to say the “The Living Company” by Arie de Geus.

But why?

Because he found out the longest-living companies treated themselves as communities, not just profit machines.

What a great statement…

He found out they valued people over assets, stayed financially conservative, and understood they existed to survive and thrive, not just maximise returns for a handful of shareholders.

Sounds like a romantic fairytale of the past…

But you can find examples of this working everywhere. Here’s the story of the german Globus Market:

Most family businesses don’t make it past the third generation. But Globus started already in 1828 as a corner shop and now runs 77 hypermarkets and 90 DIY stores with €8.8 billion in sales.

After fifth generations still family-owned.

What them made last:

They let employees own the business too.

Since 1990, about half of German employees are silent partners in the company.

This isn’t charity. It’s smart business.

Customers consistently vote Globus Germany’s most popular hypermarket year after year.

Staff stick around because they know the difference between stocking shelves for minimum wage and stocking shelves for equity.

The family didn’t dilute control.

They structured it so employees share profits without complicating governance. The main family still runs everything. Employees just get paid when the company wins.

You may remember Warren Buffets famous quotes about incentives…

Most retailers fought unions and squeezed wages. But Globus gave workers a seat at the profit table and built loyalty you can’t manufacture with pizza parties.

Generations stayed rich by making sure the people doing the work had reason to make the business better.

So don’t maximise for every penny in profits, make partners and stay curious.

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Time: 3.20 Minutes

Most people think they need to show how smart they are in every negotiation.

But acting smart while making a deal can generate huge losses in the long run…

When you play dumb in negations, people will explain more things then they actual wanted.

They over-explain. They reveal their real constraints, their real concerns, what they’re really worried about.

Therefore you’re creating space for them to tell you everything that matters, while acting slow.

Ask basic questions. Act a bit confused. Make them walk you through it again.

You’re not lying, you’re listening while they do all the work.

Frame your requests like they just popped into your head, not like you’ve been planning this for weeks.

This isn’t manipulation.

It’s letting the other side feel smart while you gather what you need. The ego boost they get from explaining costs you nothing.

While you learn what changes the deal.

Being the smartest person in the room usually means you talk too much and learn nothing.

Playing dumb means they talk, you listen, and you leave with better terms.

Your reputation stays solid because you’re genuinely asking questions and being respectful. You’re just strategically unclear about the right things at the right times.

So don’t boost your ego in deals and stay curious.

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Time: 4.40 Minutes

Most people think they should launch a bunch of startups quickly to find what sticks. But that’s backwards.

The successful founders you actually know? They obsessed over one solid idea for a year or more, not sprayed and prayed with monthly launches.

Even this successful Indy Hacker agrees on the long run:

Sure, we can all name the few people who did the rapid-fire launch thing and succeeded, but we remember them precisely because they’re so rare.

Meanwhile, basically every unicorn and successful bootstrapper took the obsessive deep-dive approach. There are too many to even list.

Startups aren’t A/B tests. They’re hard. Good ideas are scarce.

Even when things work, it takes 6-24 months to gain real traction. You need obsession, not dabbling.

Launching ten failed startups teaches you to set up boilerplate infrastructure. That’s not the same as learning to build products people actually want.

One year at a successful startup teaches you 100x more than all those “reps” at failure.

Success is the better teacher. Failure doesn’t even reliably show you what to avoid, sometimes people do the exact same thing and win.

Don’t try copying outliers. They’re outliers because their path doesn’t replicate. Stop getting “reps” at failure and calling it learning. (of course you learn something on the way but…)

Find one actually good idea.

Get obsessed.

Cherry-pick useful frameworks and insights from others, but be yourself. Stop building weak ideas halfway and pretending it’s progress.

So have a good start into 2026, stay curious and build deliberately.

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