Stop thinking of validation as a one-time step before you build. True validation is an ongoing process that applies to every business decision, from adding a feature to launching a new marketing channel. You are constantly validating until you sell the company.
Bootstrappers lack the capital and time to establish a new market category. A better strategy is to anchor your product in a known category (e.g., "site audit tool") and then use your unique features (e.g., "that also fixes the issues") as a key differentiator.
When deciding between deepening a vertical, adding adjacent ones, or going horizontal, analyze two key factors: the extent of product modification needed and your ability to market and sell to the new audience. This framework simplifies a complex strategic choice.
Success requires identifying your personal failure modes (e.g., fear of shipping, chasing novelty). An unacknowledged weakness is a blind spot that leads to self-sabotage. Progress comes from turning these blind spots into known weaknesses you can build systems to overcome.
When moving beyond your initial niche, target adjacent verticals. For example, a company serving realtors should target mortgage brokers next, not an unrelated field like lawn maintenance. This strategy maximizes the transfer of product features, market knowledge, and potential word-of-mouth.
Using a country-specific domain like `.co.nz` creates a long-term barrier to international growth, as it can deter foreign customers and is difficult to change later. It's better to use a generic domain and localize your marketing copy, which is an easily reversible decision.
Founders often fall into damaging extremes. Some constantly chase novelty and never commit, while others cling to their comfort zone (e.g., coding) and neglect vital business needs like sales. The goal is to find a balance, pushing boundaries when necessary but also focusing to execute.