The "design partner" label switches a customer's brain from "solving my critical problem" to "having fun with a startup." This leads to feedback not grounded in real purchase criteria, steering the product in the wrong direction for the broader market that needs to actually buy a solution.
Many founders assume that identifying a customer's "pain point" signals a business opportunity. However, most people tolerate countless pain points without acting. True demand comes from an unavoidable, active project for which they are seeking a solution, not just a passive problem.
A sale is just the first step. The true measure of product-market fit is high retention, specifically when the product becomes so integrated into a customer's workflow that the idea of canceling their subscription would be bizarre and disruptive. Founders should be designing for this "weird to cancel" status.
Activities like discovery interviews and seeking design partners often feel productive and validating. However, they are frequently designed to make founders feel comfortable and avoid the difficulty of real selling and deep immersion. True progress comes from uncomfortable, direct actions, not feel-good processes.
The "Pull Framework" defines demand not by pain, but by observable action. It requires a customer to have an active, unavoidable project, to have already explored existing options, and to find those options insufficient. This is the signal for a product they will eagerly "pull" from your hands, even if it's imperfect.
Standard "discovery interviews" are often a form of "playing founder." It's arrogant to believe a few 30-minute conversations can yield the deep insights needed to build a game-changing product. True understanding comes from immersing yourself in the customer's work, not just casually interviewing them.
A powerful demand signal is when a company repeatedly tries to hire a person for a specific role but fails due to high turnover or an inability to get the job done. This indicates they are willing to spend significant money on the problem and that the human-based solution is flawed, creating a perfect entry point for software.
To capitalize on a new technology wave (e.g., AI agents), you must be an active participant at the frontier. The best ideas come from building a solution to a problem you and other pioneers are facing while tinkering. This tool, built for the vanguard, is what the mainstream market will need in 6-12 months.