Bootstrapping Metrics Product Development 
Gust
APRIL 27, 2014
This will include the first version of many critical processes that can be split out later, including market opportunity, requirements, product definition, business model, sales process, and organization. Product development process. If you are contracting or outsourcing, this is even more important. Funding process.
Startup Lessons Learned
APRIL 14, 2009
Every board meeting, the metrics of success change. Their product definition fluctuates wildly – one month, it’s a dessert topping, the next it’s a floor wax. And what of the product development team? Time-to-complete-a-sale is not a bad metric for validated learning at this stage.
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Startup Lessons Learned
MARCH 16, 2009
Its by far the hardest part of the puzzle of shipping successful products and both recommend that you get a customer in the room and ask them to clarify what they want as you go. Ever since that time, I have struggled to explain how the feedback loop in customer development should interface with the feedback loop in product development.
Startup Lessons Learned
APRIL 29, 2013
Now, “lean” is often used to refer to a company’s financial situation, so it might make you think of a bootstrapped or under-funded organization. But when we talk about “lean,” we’re referring to the processes a company can use, when developing a new product or service, to learn quickly about the questions it has.
Up and Running
MAY 23, 2016
Another great way to test your idea is to create a minimum viable product, or MVP. This is the simplest version of your product minus the frills and frosting. It’s a particularly popular strategy in the world of product development and is used to quickly and quantitatively test a product or a product feature.
Startup Lessons Learned
MARCH 29, 2010
These case studies range in size and scope: from pre-product/market fit to already exited, bootstrapped to venture-backed, solo practitioner to large organization. And do I still need to get out of the building if Ive got great metrics and surveys?" Were in pursuit of the truth, not orthodoxy.
Startup Lessons Learned
JUNE 5, 2009
In a startup context, numbers like gross revenue are actually vanity metrics, not actionable metrics. As the product got better, we could see the rate getting closer and closer to the mythical “ one percent rule.&# .&# I think the problem with this approach is not the presence of the spreadsheet, but how it’s used.
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