About the Episode

Andy Budd is a designer-turned-venture partner who founded one of the UK's first UX agencies before pivoting to help early-stage startup founders make good product decisions and get to product/market fit. He's recently released "The Growth Equation", a book that distils some of the common themes he sees across early-stage companies and aims to give them the best chance of success. We spoke all about the themes from the book, as well as where product management fits into the early-stage equation.

Episode highlights:

1. The Growth Equation is made up of a combination of factors that both drive and drag growth efforts

Driving factors include audience size, audience motivation, speed of value delivery, stickiness and virality. Dragging factors include friction and competitive pressure. There's no specific solution to the Growth Equation, it's about optimising the factors to deliver startup success.

2. Most founders massively overestimate the scale of their MVP, and it could kill their company

What founders think is "minimal" often isn't. Startups burn months and months on what they think is a minimal solution, but it rarely is. There are stories of startups spending 18 months getting their first version out, getting excited, seeing no traction, and then repeating the doom loop. It's important to get stuff out there and into people's hands quickly to see if you can get traction rather than get stuck building things that no one wants.

3. Targeting sophisticated ICPs too early is a death trap

Early-stage founders often aim to attack a broad Ideal Customer Profile, believing that it gives them the best chance of getting traction. They make the mistake of tackling sophisticated, mature customers with a never-ending list of "yes, but also..." requests. It's important for early founders to target beach-head customers so you can land and expand. You also need to ensure that you can respond and adapt your early ICP based on real-world feedback.

4. Founders might not enjoy things like Sales or Marketing, but they've got to do what's right for the company

Being a startup founder means you get to do things you love, like building a product, but you're also responsible for getting it to market. Early sales efforts must be led by the founders; it's a mistake to hire experienced salespeople too soon and expecting them to build your GTM playbook, and external SDR agencies are not going to get your target customers excited about your vision.

5. In early-stage companies, the product manager is generally a project manager and has to bide their time

It's a common problem: A startup founder is encouraged to hire a product manager, but they're still too close to the vision to want someone to join and start challenging everything. They just need to get the ideas out of their head and into the world. "Proper" product management can come later, developed over time, rather than arguing the toss upfront and never getting anywhere.

Buy "The Growth Equation"

"The Growth Equation is your roadmap to early-stage growth, designed specifically for founders navigating the toughest part of the journey: from zero to one. Finding your first customers, figuring out your go-to-market strategy, and scaling your revenue can feel overwhelming when you're up against limited resources and conflicting advice. That's why this book provides clear, actionable steps to help you break through those barriers and take your startup to its first $1M in revenue and beyond."

Check it out on Amazon or the book's website.

Contact Andy

You can catch up with Andy on LinkedIn. You can also check his website.

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