Introduction
In this article, I'm going to teach you how we launch a SaaS product in just eight weeks, whilst ensuring that it launches with a group of early adopters who are willing to pay for the product before a single line of code is even written.
Launching a B2B SaaS product is simple. However it is not easy. Most people vastly overcomplicate the process by focusing on the wrong things. They focus on raising investment and waiting for an investor to say yes to their idea instead of generating early demand for their product before they write that first line of code.
They focus on creating features and functionality and expanding the scope of their product instead of doing what they should be doing, which is finding incredibly painful problems that their current customers have, and slowly creating automated software solutions to those problems that people can't help but reach into their pocket, pull out their wallet for, and want to buy.
They make it so much more complicated because they don't focus on the burning hair problems that their customers have. And if they did, what they would find is that the market would pull the product from them almost automatically. There would be so much demand for what they are doing. There would be early engagement and excitement that this would feel simple.
It would feel obvious for what they need to do and how they need to build this product.
Instead, what most founders experience is a difficulty booking any sales conversations into their diary. They find it difficult to get anyone to listen to what their product is. They find it difficult at networking events to explain what they do and for who and when they start talking about their product and their cool latest new feature, they find that people look tired and sleepy and want to switch off and get out of that conversation as quickly as possible.
Most founders are focused in the early stages on raising investment and getting permission from an investor to start building their product. Whereas what we have found, if we focus on solving those burning problems and building early demand for a product, we can get going. for a figure that is much less than any of those founders would ever have imagined that they can afford to invest in with the cash flow in their current business.
And we can monetise that service much, much sooner. It is possible to create your first 1, 000, 10, 000 pounds worth of revenue with your software product without having to raise hundreds of thousands of pounds of investment.
How do we do that?
Simplifying the Launch Process
There's nine steps to a Minimal Viable Launch. Those steps have been battle tested time and time again. From our own experience in scaling our own products and startups, but also working with Founders just like you to help them avoid the common pitfalls that make that journey of finding product market fit take two years, rather than what we think it should take, which is about 12 months
These steps are designed to help you avoid the biggest failure mode that exists for early stage software products. What is that?
The Common Pitfalls
CB Insights, did a post mortem on a thousand startup deaths. And the biggest bucket that they found within all of those deaths was that 42% of startups failed because they built a product that there was no market need for. No one wanted to pay for what they had built, and they run out of money to do more pivots to try and find a problem that was painful enough that people would pay for it.
I feel, in my experience, that, that is the only inexcusable reason to fail in this game. If you fail because you build something that no one wants, no one needs, and no one is willing to pay for, that is squarely on your shoulders. And I know it's a tough pill to swallow, and it usually raises some eyebrows when I say this in the workshops that I give.
But it's true.
If you just did your early validation, if you went outside of your own bubble, you would find problems very, very quickly that people are begging for you to solve. Instead, what we found here at Yuzu, In the process of running these minimal viable launch sprints and launching products time and time again is that when founders first come to us and we start to dissect why they have had their idea, why they are so excited about this opportunity of the founders that we have surveyed internally.
82% of those founders have not spoken to at least five customers that they want to sell this product to before they are trying to invest in getting this product built. This confused me for the longest time. I really was scratching my head and wondering, why do founders do this? Why are we so scared and so afraid of going outside of our own small little circle of people that we've shared this idea with to see if we could sell it first?
I think it comes down to a few things. People feel like you have to have the product ready before you can sell it. And I want to dispel that myth for you right now. You can sell your product and your idea before you've created anything. You can sell it from a PowerPoint presentation if you're really good. You can sell it from simple Figma designs. You can sell anything, if you are solving a painful enough problem. If you have really hit the mark people will demand to buy it from you.
The Minimal Viable Launch Strategy
Whilst there is nine steps in a Minimal Viable Launch sprint that take you all the way from having a great idea, seeing a gap in the market, to having a launched product that you can sell time and time again, Actually, the most important steps for you as an early Founder is the first three steps in the process. That is the work that many startups skip and is the cause of many painful failures.
If you execute on the first 3 steps well, you are focusing on getting that all important early stage validation. Where we make the first money that the startup needs to get going.
Why is it so important to make money as a startup? You know, we have a saying here at Yuzu, which we say, Death to the unicorn mentality. I hate. I really loathe the idea that we need sequential rounds of investment, pre seed, seed, series A, B, C, D, E, F, and G, where we're trying to scale a product , bigger and bigger and bigger, relying on the next round of investment to get us over this hump, scale the team, bring in more customers, so that eventually we can reach some kind of Nirvana, which people call the Unicorn exit, where we can finally get off of the wild ride we created for ourselves.
Creating a unicorn exit is incredible work. In fact so incredible that 99.99% of Founders will never manage it. But it confuses me why this is the strategy for most founders, because most founders are not looking to exit their company in five years time with anywhere near the amount of money that a unicorn exit would earn them. Yes, it would be fun. It would be nice. I am sure. But most of them when we dig down into it, are really just interested in building highly sustainable, profitable, niche products that solve a really painful problem that they probably have experienced themselves time and time again.
Those two different mentalities lead to a very different journey in your startup. The unicorn is all about courting investment, showing growth, hitting bigger targets, really blowing that town up, the total addressable market. And promising more and more.
It's not the right strategy for most startups. Whereas when we actually dig into why a Founder has decided to create a product, we find a common pattern. That pattern is that the Founder has an idea that solves a painful problem that that Founder has experienced themselves repeatedly. And they would be happy to have an exit in five to ten years, selling out to a much bigger competitor, holding on to a ton of the equity and making out like bandits.
All they want to do is solve that problem. Add value to the market and hopefully be rewarded with a life changing sum of money on the back end of that. But that is usually low 7 figures for them. And we can avoid a ton of distress by focusing on building a product that is sellable, that is profitable, that scales more slowly but is loved by the customers that use it because it understands their problems so well.
Why are you waiting for an investor to say yes to your idea?
I want to say one thing and one thing only to you if you walk away with anything from this article, let it be this. As I walk you through what a Minimal Viable Launch is, bear in mind that you do not need an investor to say yes to your idea. You don't. You can get going for much less than you possibly imagine. It's a tragedy that many Founders put building their dreams on pause because they don't realise they have options to move forward without having deep pockets.
There's two incentive structures that I think lead founders down this false dichotomy of the choices that they've got.
Either to raise hundreds of thousands of pounds, or find high net worth individuals who want to back them. As early angel investors to get this stuff off the ground, both of which are very high dilution for the Founder. Both option add massive amounts of stress and pain in terms of the targets you're going to be asked to hit, and both of which I think lead you down into the jaws of unscrupulous agencies whose incentives are directly opposed to the needs that you have as an early stage founder.
My big crusade in life is to stop founders falling into the trap of spending a £100k+ on their MVPs. When I hear that, it pains me because I know the Founder is thinking too big for their initial launch and many painful pivots are waiting for them on their journey to finding Product Market Fit.
There's a great quote from Charlie Munger who says:
Show me the incentives and I will show you the outcome.
What he means when he is speaking about this topic is that the games that we set up predict the outcomes that we get out of those games. If you set up incentives that do not align with the outcomes you want you get bad results. People will always game the system to bend the outcomes in their favour if we are not careful.
Development agencies have an incentive structure for you as a founder to bring you in their doors and to make your idea bigger, better and faster and more complicated. If they think you can afford it they will expand that scope. Because that means more development budget that ends up in their bank account. That means more custom code that means that you're going to be tied into a bigger and longer contract for them.
That means they can pay their really expensive bills on the lovely office space they've got, and pay those hundreds of developers that they have. I think it leads to the death of a lot of startups that could have otherwise been highly profitable, really successful software businesses that would have given the founder a lot of joy to run and scale.
What does it take to become a Minimal Viable Launcher?
I want you to challenge, as a Minimal Viable Launcher, and I hope that you become a Minimal Viable Launcher by the end of this article. It is important that you start to get into the mindset of challenging why anything is needed before you invest in building it. I want you to be very suspicious of anyone who is not relentlessly trying to minimise the scope and complexity of what you're trying to build.
To get started and have the best chance of success in this game, we want you to be scrappy. We want you to simplify. We want you to remove as many parts from this product as possible. That is a real difficult thing to get your mindset around, especially as a non technical Founder who maybe hasn't built a product ever before.
There is so much complexity that you can remove from an application if you are willing to look critically at everything and ask why is it needed. The thing that usually stops people from doing that is a feeling of embarrassment. They have this grand vision of what this product will become years down the line and when we start to chop away at that and get to the core of the idea.
For example: You don't need to create an onboarding process for your MVP.
It really raises some eyebrows and Founders get very confused when I suggest that. But my viewpoint is that we're only going to have roughly 10 customers, let's say, at the launch of this product. You might have your early adopter list, the beta list, with hundreds of customers and hundreds of signups on there. But they won't be getting access to the product yet.
But for your early customer advisory board of those cohorts of people who suffer really greatly from the problem that you're going to solve, we can enter their details manually into a database and get them onboarded. With a lot of hand holding we can get them onto your product.
And why do we want to do that?
It gives you, as the Founder, the opportunity to watch and observe the early adopters using your product.
You will see where the gaps are. You'll see where the pain points and the friction points are. And that will give you ideas of what to stack your development roadmap with. You know, 12 months, 24 months. into the future. And that ensures that that roadmap is also value aligned with what your customers are demanding from you.
If you can get into the mindset of being a Minimal Viable Launcher, I can guarantee you, you can take that 100 grand quote from an agency, you can throw it straight out the window, because it is not worth the paper that it's written on. You can launch a product for £10,00 - £20,000.
As a founder who is going to become a Minimal Viable Launcher, you have one priority and one priority only. That is to make sales of your product before you build anything. Do not invest anything into development until you know that you can sell your product.
The Minimal Viable Launch Strategy
So I hope at this point I have sold you on the idea of learning a little bit more about what a minimal viable launch is, but how do you do that?
What is the process?
What are the steps that you're going to need to walk through to get those first paying customers before you create anything and to be able to launch an idea quickly without needing a yes from an investor?
There is nine steps to go through. The first 3 steps are all about validating the market opportunity for your idea and getting you those first sales. The next steps after that from step 4 all the way up to step 9 is all about refining the idea.
Building a bigger vision, refining the scope of your MVP so that we minimise the amount of development that you have to do, creating a development roadmap that is based on feedback from your early adopters, getting them in the platform, using it, and observing what happens when they try to use this very scrappy product.
Hint, it will be messy, but that is part of the process. Building the traction plan. So what are you going to do once you have launched to get more Attention on your product to talk to more people about the problem that you solve?
And how are you going to launch this and give yourself the best possible start in life as you start to scale this product up? Because if you do this right, the one thing I will promise you is that the market will demand the value you have created from you. They will demand that you open the floodgates and there is going to be a point, and I hope you get there, because it will mean you are solving a very, very critical problem.
It will get to the point where you have to resist the call to scale too quickly. because we're not ready yet.
But enough of my rambling let's go through the steps. I'm going to go through them at a high level and there will be further videos on this topic that deep dive into each one of these steps.
Step 1: Verify
Verify is all about looking at your current business, looking at your current understanding of the customers that you want to serve and starting to pull out your best thinking. What are their problems? What are the processes that lead to that problem occurring?
What happens during the problem, what happens before and after the problem, and what context are you aware of, of that process that can give you great ideas for innovation.
Then we do the most important and impactful thing that we can, which is bring in your first five users, early adopters or customers, and speak with them in a very open way. There's a great book you should all check out called Competing Against Luck by Clayton M. Christensen, which is all about doing this kind of research.
I love it. It makes innovation predictable. It makes innovation simple. It makes innovation really, really fun. Essentially, what we are going to do in these conversations is not talk to them about our solution to the problem we think they have. If we introduce that solution to the problem, We don't want to go too soon.
We bias all of the research data and they will tell us whatever we say in that session is a good idea. But that then leads us to a risk of building something everyone's told us they would totally buy. And when you build it and you come back and say, cool, it's launched. Would you like to become an early adopter?
They will say, oh, what I meant was it's a great idea, but it's not for me. So we want to help you avoid that. So it's important that as we sit down with these customers, we focus on their problems. We get them to start speaking about the painful experiences they have within their lives in the area of the problem that we feel like we want to solve for them.
People are experts in themselves and their problems that they face. They will wax lyrical about all of the problems that they face. What we cannot ask these people to do is tell us the solutions to those problems because if they knew the solutions to those problems they would have already created them Or they would have found the workarounds that do the job sufficiently well for themselves that your product won't be of interest.
As you have these conversations, I want you to pay real keen attention because your customers will tell you the innovation that you need to make, which will get them extremely excited to buy from you. And if you do this really, really well, it makes the rest of the process incredibly simple. We just listen to what they say.
We build the value. We build the solution to their problem that they ask for. We present that back to them and they will say yes. And this is the core step that will ensure that you get those first sales as we build this product out.
Step two is all about becoming internally looking once more. So we take your understanding now, which hopefully has been leveled up through those early conversations with your early adopter cohort. They have told you powerful stories about the problems that they are facing. We gather you, your team if you have any of them, and a collection of outside experts who are also knowledgeable in the area of the problem that you want to solve, and we hustle together and we build a really compelling vision of a product that we might create.
to solve that problem. And what we're trying to do here is dream big. We're trying to become very optimistic. We want an optimism bias when we do this. We want to think about what would we create if we had all of the money in the world, all of the time in the world, the world's brightest team of developers, thinkers, designers, to help us solve this.
What would we actually create? No holds barred. And it's important to be optimistic here because this is what we're going to use to pitch to your early adopter cohort, to get them excited to come on this journey with you, to start paying you money before this thing exists. It would also be the thing that will open up partnership deals for you.
If you're going down the enterprise b2b route, and if you still need to raise investment to get this thing off the ground after this process is complete, this is the thing that your investors are going to buy into, and this is what you're going to show them and have them buy into. pull that money out so that you can get this thing built.
So we create this really exciting vision. We get your team super aligned around that vision. We get everyone as excited as absolutely possible and we can proceed to the next step.
Step three, we call validate, and this is really where the rubber meets the road. It's one of my favourite steps, actually, because we should have done great qualitive research in the front end of this product. We should feel very, very certain that what we have designed solves the problem and we'll get those early adopters excited.
Now we work with a team to build a testable prototype, and there's a real range that you can go through here. It could be a PowerPoint presentation. It could be sketches on a piece of paper. It could be a clickable prototype that you build in Figma that looks and feels like a real product but is anything but.
Or you can go all the way and build a no code product, no code prototype that is clickable
that feels very real that we can give to your users and have them give early feedback. Now, here is the important thing that we do that most people don't. It is very important in this conversation while we're validating your idea that we Ask for the sale. We have to be brave enough here to ask for the sale and there's one reason and one reason only for that.
Is that people want you to feel clever. People want you to feel like your idea is great. It is a very awkward thing indeed to be, , in a call with someone who is super excited about their idea and having to tell them the thing that you've spent all of this time thinking about, the investment you've made in building this thing is rubbish.
Very few people in the world will do that. And so what they will do is they will kind of tell you little white lies, and they are saying that yes, they would use it, they would totally use it, but actually what they mean is they would never ever pay for it in a million years.
And so we need to remove that from the table, which is difficult, especially if you've never done this before.
How do we remove that from the table? Well, we ask for the sale. We have to make this conversation feel real, and we have to make them feel like there is real consequences to them saying yes. So we here at Yuzu do something very specific. We decide on a discounted price for the product. And we offer that, with permission from the founders, to say, So if you're going to charge, let's say 10 a month, 10 a month for this solution, we're going to say you can come on board as a lifetime user at 5, 5 a month for being an early adopter in return for giving some feedback.
We don't actually care whether they say yes or no here. The only reason we ask for the sale is to make the conversation feel real. If we've done really good work in steps one and two here, we should be getting a significant amount of yeses, at least coming on the early journey with you. If you get the no, that's actually gold dust.
This is the thing that has now helped you avoid that fatality statistic of 42 percent of startups dying because they build something no one needs. If you get the no, then you dive in and you dig deeper. You say something to the effect of, okay, we've obviously misunderstood what your real problems were, but I'd like to dive into this a little bit more with you now.
What would you need to see to get excited enough to say yes? What should we go away and build? And that is where they will tell you all of the nuanced information that maybe you've missed out earlier. And they will tell you the innovation that you need to make. And you can go through and repeat cycle 1 to 3 time and time again until you get that yes.
If we don't get a yes, Yes. In the minimal viable launch process that we run here at Yuzu, we actually don't allow founders to proceed any further than that, no matter how much they kick and scream. I cannot do it because in my experience, if we don't get the yes here, it means we haven't understood a burning problem, a painful problem, and we're not solving anything of consequence for those customers.
And so we do not proceed until we get that yes. That is how you avoid that 42 percent statistic.
The next step number four is refine. Hopefully you got the yeses that you wanted to hear. And now we take this into a refinement process. This is really where we start to do the critical scoping work that is required to minimize your spend on a minimal viable product and enable you to move forward quickly enough and get something developed within the next three weeks to launch to your early customer base.
If you've got a load of yeses there, and you've got excited customers waiting for you, You cannot wait two, three, four, five, six months to launch the product. Their interest will have waned. And you would have missed a great opportunity that you've already built. So we have to move quickly. And it's also an incredible tool to make us think about what is really necessary to launch.
I love Elon Musk's engineering philosophy where he says the best part is no part. We're always trying to delete things from this process to make it simpler. A word of warning here. If you're working with a development partner or someone who is quite technical, they are very interested in building complicated, high performance systems.
That is why they get into development pretty much in the first place. They like logically thinking through a problem, and creating a machine that solves that problem in a repeatable way. But this is where you can go really wrong. This is why they want you to spend the 100, 000 to launch this idea.
Because it allows them to build the Ferrari when what you actually wanted was just a little skateboard to get someone from A to B. I'll do some more videos later on how you avoid that problem with the developers that you work on. They want to build the extreme performance machines and you just want to get to the next step.
But something to watch out for here.
Once you've scoped your project and you have something that you can deliver in a three week sprint, it is time to get building. Use low and no code tools to allow you to move forward. What can you use that already exists? Can you white label a product? Can you build something using low code?
or no code and move fast, knowing that eventually if you solve this problem really well, that product will break and you will have enough money in the bank to build a custom code and bespoke solution. That is our favorite way of doing this, especially if we're building a product that has no real crazy requirements on the development side for doing something that's very, very unique.
So then comes step six, the big day. We call this on board or early traction.
This is where we go back to those early adopters and we manually on board them into the product. We record these calls, we do them remotely. We join a Google Meet or a Zoom link. We watch them, we see what confuses them, we see where they get stuck, we see what bugs come up, we're noting all of these down and this is building the assets that we're going to need to create to make this onboarding experience really smooth.
And I want to say something about an onboarding experience here because this is important. As you scale your product, We're going to want to make sure that the onboarding experience is one of the best parts of your product. And why? In my experience of scaling products, from, you know, nothing all the way into the 2 million, 3 million ARR range, I have found that those customers that got a great onboarding experience
can experience major bugs and problems in their relationship with this company down the line that they don't blame the company for. They start to blame themselves that they must not understand the product well enough, or it must be a freak incident. Because once you set the initial relationship, either being very, very good or very, very bad with a customer, they will judge you on those terms again and again.
So if you have the onboarding really handled, they will feel like Largely, the company does a great job and therefore this problem is not the norm.
But if you do a really bad job of onboarding a customer, then every minute little problem they ever face again with your product or service will be blown out of proportion because they have this subconscious feeling that you don't have your shit handled.
Once we've observed them, we take all of those insights, we gather into a synthesis session with the developers, with the design team, with the founder. We look at what is important, we cluster those insights into groups and we start to construct the roadmap in step seven. And this is where, We want to start building a 12 month roadmap out.
A word of warning here though, I don't want you to put too much detail full into what needs to be built because you should be remaining close enough to that early adopter cohort. We call them the customer advisory board. That they are going to inform you as they use the product more and more what their biggest problems are and you should be constantly Reprioritizing this roadmap.
I've worked in some really big SAS companies in my career And I've seen roadmaps set for the next year in solid stone And as we've developed the product we've realized that the roadmap that we have Is not aligned with the value our customers are demanding in any way, shape or form.
And this is how we create products that flop, essentially, where the roadmap gets less and less valuable in the eyes of the customer. And also, a side note, if you have giant competition within your marketplace and you're kind of feeling a little bit nervous about that at the moment, this is actually one of the biggest opportunities that you have.
Large companies. have roadmaps that are less value aligned, on average and in my experience, than what you and your small scrappy startup are going to have. Why does that happen? The executive team, the decision makers of that company, as it grows, move further and further and further away from the customer.
And then the only customers that they start to interact with are those giant enterprise customers that they have that make all of the noise and pay the bills. They're the customers that they are thinking about and talking to. And so there becomes a huge opportunity for you as the small scrappy startup or the small scrappy founder.
To understand the painful problems that maybe their smaller customers are facing and design more value aligned roadmaps to them and start to pull market share from them. And this is one of my favorite ways to help scale smaller startups products by looking at the gaps left by their large competition and relentlessly creating something that solves the problem better for the little guys.
Next we have stage eight, the traction plan. What is the traction plan? We found that launching your product really is the start of a journey. As I mentioned before, those companies that don't really do the qualitative research needed to understand the problem they solve, they can take up to 24 months to find true product market fit.
This, in our eyes, is where you're consistently attracting customers, you are onboarding them, and you are providing enough value for them that they stay long enough to become a profitable customer acquisition, and importantly, you do a good enough job that they start to tell other people who are similar to them about your product and how it's doing a great job for them.
That is product market fit. It is really important as a founder that you start to think about how you're going to shorten the gap between launch and finding product market fit, because a few things are going to happen when you launch. If you've been operating in stealth mode, suddenly your competition is going to know you're there and they're going to start doing things to try and cut you off before you get too big and become a pain in their ass.
Once you launch and you start to scale, this is where we are in a race to find product market fit. You likely don't have unlimited resources to keep funding the heavy development that may be required to create a product that is ready for mass market adoption. So we want to plan for ways to understand our customers problems better, to understand what the next cohort of customers are going to need to see, to really scale your product before they're ready to adopt it, because they're not the same kind of people who are really interested in Being early adopters of a very buggy, scrappy product, they want to see something a little bit more polished.
And so, it's important to plan for this, and the way in which we like to help founders do this is these traction sprints. These two week cycles where you have an experiment of something that you feel will help you learn more about your market. or acquire more customers or provide more value to your customers.
We run the experiment for two weeks, we meet back up, we look at what happened, we adjust, we tinker, we pivot if that's what we need to do, and we rinse and repeat. And we feel that the shorter you can make that cycle of running an experiment that's going to get you one of those results and seeing the result and then changing it, the faster you will scale.
And then we have step nine, the big day, launch. We like to have done some work in the background as this product was being built, using tools such as score app, or it could be a simple landing page with an email sign up, to start gathering data about a wider cohort of users. Minimal Viable Customers, a concept that I will do a video on, , in the future as well.
But we gather data on people who match those early adopters that we interviewed, gather interest and start getting them to indicate to us that they would like to sign up for the early version of this product. So, as you launch your product, We are not saying in step nine that you open the floodgates, anyone with an email address can sign up.
What we're saying is that you purposefully limit the amount of supply that you allow into the market. And if you're serving a real burning problem, what will actually happen is you'll start getting messages or people referring people to onboard manually. A great example of this is FinSuite with their product Wized.
Wized had a Discord community, It solved a really painful problem that web developers were facing. And if you were to enter that discord community when they were running their beta software trial. You were seeing they had a invite code, every person invited to the platform could invite one person and one person only to the platform.
In that Discord community, people were trading and trying to sell their invite codes. And that is an incredible sign that they've solved a problem that is painful enough that actually they need to let these floodgates open. But they slowed it down purposefully. Because if you scale too fast, you might let people into your platform that are not ready for a product that is as scrappy as you've got at the moment.
They might need to see some of these kinks ironed out and the bugs solved before they're ready for that. So you don't want to go too fast. Essentially though, stage nine is all about Putting that traction plan into play, going through your playbooks that you have created within that plan and getting to the next step and relentlessly moving forward, adding more value, solving the problems better, understanding your customers more.
That is all you're doing. And if you're not doing something that aligns with one of those. then you're focusing on the wrong things. And this is where I think really we can be at risk when we've launched a product of going out of business for one of those reasons that CB Insights have shown.
So that is a Minimal Viable Launch. Nine steps to get you from your first idea to validate the opportunity and really see where the hidden leverage and value could lie within your business currently, or the opportunity that you might unlock by solving a very painful problem. And what I want to leave you with really is one thing and one thing only, and that is If you focus on problems to solve, not products to create, not features.
To create not particular solutions to those problems, but you focus on the pain people experience and you leverage all of your creative might into coming up with better and better ways to solve that pain for people. You can create a business that earns its first money way before most people think is possible with an application way before most SAS companies ever raise an invoice.
And it's my challenge to you that. having a look at this process to go out today, speak to five people about the problems they are facing and uncover an incredible opportunity to innovate and provide more value to the market. And if you do that, I promise you money will flow from their bank account into yours.
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