Start with the smallest sellable offer
Focus on a real customer problem and a product or service that can generate evidence and revenue without unnecessary infrastructure.
- Test demand before major spending
- Sell a focused offer
- Use early feedback to improve
Protect cash
Track cash entering and leaving the business. Prioritize expenses tied to delivery, compliance, customer acquisition and revenue. Delay status purchases that do not improve the business.
- Maintain a rolling cash forecast
- Negotiate payment timing
- Build a reserve when possible
Know when outside capital is justified
Funding may be appropriate when a proven opportunity requires equipment, inventory, talent or expansion beyond what current cash flow can support. Compare the cost of capital with the expected return.
- Identify the exact growth constraint
- Measure current unit economics
- Avoid funding an untested assumption at full scale
