The quintessential danger every startup faces when justifying their roadmap
“of what you would want to double the ML and BI hours for?”
of what you would want to double the ML and BI hours for? What customer requirements are driving that? What are you looking to build? What is the market telling you? And I'm gonna push a a thread here as far as I can go. If you build x, that will make you 100 k. How?
So I would say these all feel fundamental
to every customer we're serving. These feel like table stakes. Okay. Do you buy that? Sure. I buy the answer is I buy it for the fidelity that I I'm entitled to have on this. It all seems reasonable, and that makes sense to me. The quintessential danger is this.
About this clip
A investor challenges a founder to prove how their planned ML and BI investments will actually generate revenue, questioning whether these features are truly differentiating or just table stakes. The conversation reveals the critical tension between building what feels necessary versus what actually drives measurable business outcomes.
Why this clip
This captures a universal startup challenge of proving ROI on product investments and the investor's systematic approach to questioning vague development plans.
What they said next
Founder reveals what's broken at the top of their own product roadmap
18:55 - 38s · founder story
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