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Found 16 Skills
Help users assess and achieve product-market fit. Use when someone is trying to determine if they have PMF, measuring user engagement and retention, running the Sean Ellis survey, or figuring out if they should scale or keep iterating.
Measure product-market fit (PMF) and produce a PMF Measurement Pack (Sean Ellis “very disappointed” survey, retention/usage evidence, reference-customer signals, and an action plan). Use for growth teams assessing PMF, PMF drift, and launch readiness.
Expert framework for assessing and achieving product-market fit. Combines PMF measurement methodologies, Sean Ellis survey, retention analysis, segment-specific PMF, and post-PMF scaling strategy. Use when determining if product has PMF, measuring user engagement, running PMF surveys, or deciding whether to scale or keep iterating.
Use when "product strategy", "OKR planning", "product vision", "market positioning", or asking about "competitive analysis", "product-market fit", "go-to-market strategy", "product roadmap"
Help users decide when and how to pivot their startup. Use when someone is questioning their current direction, seeing poor traction, considering a major strategy change, or stuck in the pre-PMF stage.
Builds feedback collection systems using Superhuman's PMF framework and YC's "talk to users" methodology. Use when implementing NPS surveys, scheduling user interviews, or measuring product-market fit.
Applies Steve Blank's Customer Development methodology from The Four Steps to the Epiphany. Use when a startup is searching for customers and a business model before scaling. Covers the four-step process: Customer Discovery (find if anyone wants what you're building), Customer Validation (prove you can sell it repeatably), Customer Creation (drive demand matched to Market Type), and Company Building (transition from learning org to execution org). Triggers include 'we built it but no one's buying', 'should we hire salespeople yet', 'how do we find our first customers', 'we're burning cash and sales aren't scaling', 'are we in a new or existing market', 'when do we scale'. NOT for companies that have already crossed the chasm into mainstream (use Crossing the Chasm instead), not for optimizing an existing sales funnel, not for product development methodology (this is its companion, not replacement).
Understand why customers really buy by uncovering the "job" they're hiring your product to do Use when: **Understanding customer motivation** beyond demographics and feature requests; **Finding product-market fit** by identifying the real progress customers seek; **Discovering why customers switch** (or don't) between solutions; **Identifying true competition** that isn't obvious from industry categories; **Creating marketing messages** that resonate with real customer struggles
Product leadership for scaling companies. Product vision, portfolio strategy, product-market fit, and product org design. Use when setting product vision, managing a product portfolio, measuring PMF, designing product teams, prioritizing at the portfolio level, reporting to the board on product, or when user mentions CPO, product strategy, product-market fit, product organization, portfolio prioritization, or roadmap strategy.
Use when asked to "PMF survey", "measure product-market fit", "40% rule", "Sean Ellis test", "Rahul Vohra method", or "how disappointed would you be". Helps quantify product-market fit and systematically improve it. The PMF Survey framework (created by Sean Ellis, popularized by Rahul Vohra at Superhuman) measures how disappointed users would be without your product and turns that data into a roadmap.
When the user wants to validate product-market fit, measure PMF, or plan before scaling. Also use when the user mentions "PMF," "product-market fit," "product market fit," "Sean Ellis test," "very disappointed," "vitamin vs painkiller," "PMF validation," "premature scaling," or "validate before scale."
Applies Eric Ries's Lean Startup methodology for building products under extreme uncertainty. Use when iterating toward product/market fit, designing MVPs, deciding whether to pivot or persevere, setting up actionable metrics, or accelerating the Build-Measure-Learn loop. Triggers include 'how do we test this idea fast', 'what should our MVP look like', 'our metrics look good but we're not growing', 'should we pivot', 'we're building features no one uses', 'how do we measure validated learning', 'vanity metrics vs real metrics', 'how to do innovation accounting'. NOT for companies with proven product/market fit scaling a known playbook (use Crossing the Chasm), not for determining Market Type (use Four Steps), not for sales methodology (use SPIN Selling), not for pricing strategy (use Monetizing Innovation).