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Building Features Nobody Uses Is an Expensive Mistake. Put These 5 Principles in Place to Avoid It.

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Building Features Nobody Uses Is an Expensive Mistake. Put These 5 Principles in Place to Avoid It.

Most product teams struggle because the structure around ideas and team talent isn’t optimized for impact. Here’s how to get it right.

The most common way startups burn through financial runway isn’t a bad hire or a botched launch. It’s building the right product, but for the wrong reason, at the wrong time and without enough validation that customers will actually want it. I’ve seen it happen at companies with great teams, strong funding and real market opportunity.

Here’s what we’ve learned about keeping a product team oriented toward impact and away from the kind of well-intentioned “busywork” that can kill off startups.

Most founders are rigorous about validating products before launching them. Fewer apply that same discipline to how their product team actually operates. They convene large groups, whiteboard a process, roll it out… and then watch it fall apart under real conditions because nobody pressure-tested it first.

The solution is to treat your process itself like a product. Start with a small group — perhaps two or three people with genuine cross-functional exposure — then run through real decisions fast. What you’re looking for are the questions that surface every single time you evaluate an opportunity. Those recurring questions become the foundation of the evaluation framework. As CEO, your job is to help make sure that framework exists and that the team is working within it, not to be in every room where decisions get made.

” Surfacing issues like this early and building them into the evaluation framework saves weeks of wasted effort.


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