Dmitrii 迪玛 Lunin
Founder & CEO @ Shegby, Inc. (Web3 KYC SaaS & Network State). MBA, JD in Digital Forensics, Certified e-commerce consultant.
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Forget brilliant ideas - find the right timing!
A successful startup isn't built on an extraordinary idea - it's built on an ordinary idea that comes along at the right time. Instead of chasing breakthrough concepts, focus on identifying significant shifts and their less obvious consequences. That's where the real opportunities lie.
Take the global talent shortage, for example. Recruiting in a market with no available candidates is a losing battle. But companies are now willing to pay for services that help them retain their existing employees - an easier and more profitable opportunity.
Or consider the rise of remote working. A hidden consequence? More people are quietly juggling two full-time remote jobs. This is creating demand for platforms that help them manage their schedules efficiently, while staying under the radar.
Changes like this are happening all the time, and each one comes with ripple effects that can inspire the next big startup. AI alone is driving countless changes, both obvious and unexpected.
So instead of brainstorming 'big ideas', make a list of important changes and their implications - and keep it updated. The next time you think you've struck gold, check to see if it aligns with a real, timely shift. If not, move on. Timing beats genius every time.
A successful startup isn't built on an extraordinary idea - it's built on an ordinary idea that comes along at the right time. Instead of chasing breakthrough concepts, focus on identifying significant shifts and their less obvious consequences. That's where the real opportunities lie.
Take the global talent shortage, for example. Recruiting in a market with no available candidates is a losing battle. But companies are now willing to pay for services that help them retain their existing employees - an easier and more profitable opportunity.
Or consider the rise of remote working. A hidden consequence? More people are quietly juggling two full-time remote jobs. This is creating demand for platforms that help them manage their schedules efficiently, while staying under the radar.
Changes like this are happening all the time, and each one comes with ripple effects that can inspire the next big startup. AI alone is driving countless changes, both obvious and unexpected.
So instead of brainstorming 'big ideas', make a list of important changes and their implications - and keep it updated. The next time you think you've struck gold, check to see if it aligns with a real, timely shift. If not, move on. Timing beats genius every time.
Don't learn to sell - learn to help!
"Learn to sell" - this advice is everywhere. But it creates the dangerous illusion that you can sell anything if you just master the skill. The truth is, it rarely works. Instead of focusing on selling, reframe the challenge.
Poor sales aren't just a sales problem - they're a product problem. Instead of separating 'creating' from 'selling', shift your mindset to a single question: How can I help?
There are four key benefits to this approach:
First, helping someone means understanding who they are and what they need. This immediately defines your target audience and ensures that your offer resonates with the right people.
Second, helping is always tied to a specific outcome. When you focus on delivering real results, you make your product measurable - and people see a clear reason to pay for it.
Third, you can't help someone who doesn't want help. Instead of shoving your idea down people's throats, you start to listen and understand whether they really need what you are offering.
Fourth, once you've defined who you're helping, how and why, new ideas will emerge about how to do it better. These become product hypotheses that you can test, rather than desperately looking for ways to sell something that doesn't work.
So take your startup idea and reframe it: I want to help [someone] [with something] [achieve something]. Then start helping! Because people never turn down real, valuable help.
"Learn to sell" - this advice is everywhere. But it creates the dangerous illusion that you can sell anything if you just master the skill. The truth is, it rarely works. Instead of focusing on selling, reframe the challenge.
Poor sales aren't just a sales problem - they're a product problem. Instead of separating 'creating' from 'selling', shift your mindset to a single question: How can I help?
There are four key benefits to this approach:
First, helping someone means understanding who they are and what they need. This immediately defines your target audience and ensures that your offer resonates with the right people.
Second, helping is always tied to a specific outcome. When you focus on delivering real results, you make your product measurable - and people see a clear reason to pay for it.
Third, you can't help someone who doesn't want help. Instead of shoving your idea down people's throats, you start to listen and understand whether they really need what you are offering.
Fourth, once you've defined who you're helping, how and why, new ideas will emerge about how to do it better. These become product hypotheses that you can test, rather than desperately looking for ways to sell something that doesn't work.
So take your startup idea and reframe it: I want to help [someone] [with something] [achieve something]. Then start helping! Because people never turn down real, valuable help.
Word-of-mouth over advertising?
Influencer marketing has largely become just another form of traditional advertising - only on different platforms. As a result, its effectiveness continues to decline.
But the real power of social lies in something far more organic: word-of-mouth. Done right, it can have a more powerful and lasting impact than paid advertising.
The key isn't to rely on traditional influencers, but to engage everyday people who naturally spread information in the right communities and places.
The challenge - and opportunity - is figuring out how to find and motivate the right people. Those who do so will unlock a highly effective and scalable growth engine.
Influencer marketing has largely become just another form of traditional advertising - only on different platforms. As a result, its effectiveness continues to decline.
But the real power of social lies in something far more organic: word-of-mouth. Done right, it can have a more powerful and lasting impact than paid advertising.
The key isn't to rely on traditional influencers, but to engage everyday people who naturally spread information in the right communities and places.
The challenge - and opportunity - is figuring out how to find and motivate the right people. Those who do so will unlock a highly effective and scalable growth engine.
Big business in small cities!
Small cities vastly outnumber metropolises in every country, yet the big players focus primarily on the largest urban centres. And that's a huge opportunity.
This gap opens the door to building a scalable network business that thrives in smaller cities. But managing a network of small, dispersed sites is a logistical nightmare.
The smarter approach? Instead of building a complex network yourself, create a technology platform that empowers local entrepreneurs in small cities to start and run their own businesses.
That's exactly what Introvert, the startup I joined as an advisor, is doing in the dating space. It's an AI-driven matchmaking platform that doesn't charge users a penny - instead, it monetises through a franchise model.
Small cities vastly outnumber metropolises in every country, yet the big players focus primarily on the largest urban centres. And that's a huge opportunity.
This gap opens the door to building a scalable network business that thrives in smaller cities. But managing a network of small, dispersed sites is a logistical nightmare.
The smarter approach? Instead of building a complex network yourself, create a technology platform that empowers local entrepreneurs in small cities to start and run their own businesses.
That's exactly what Introvert, the startup I joined as an advisor, is doing in the dating space. It's an AI-driven matchmaking platform that doesn't charge users a penny - instead, it monetises through a franchise model.
The success of a startup is not determined by its industry!
As Paul Graham once wrote, "An investment fund's sector focus is harmless—as long as you use it only when talking to LPs and don't start believing in it yourself. A fund should invest in any great startup, regardless of its 'sector'. The success of a startup is not determined by its industry, but rather by the competence of its founders.
Given the rarity of truly exceptional startups, a strict sector focus can become a significant limitation. This focus can inadvertently result in funds supporting mediocre startups simply because they align with the 'right' sector.
This line of thinking is equally applicable to founders.
"Your expertise is irrelevant if it is confined to your CV. However, the moment founders begin to believe that they must build startups exclusively within their own domain, they can become ensnared in a trap. In fact, a startup's success is contingent on market forces rather than individual expertise. Those willing to learn new skills can find success in any field.
At any given moment, only a handful of markets are large and growing. Adhering excessively to your area of expertise can limit your exposure to more lucrative opportunities simply because they align with your existing knowledge.
If you were to consider an alternative perspective, which market would you choose to enter?
What skills would you need to acquire?
And who would you need to bring on board to make it happen?
As Paul Graham once wrote, "An investment fund's sector focus is harmless—as long as you use it only when talking to LPs and don't start believing in it yourself. A fund should invest in any great startup, regardless of its 'sector'. The success of a startup is not determined by its industry, but rather by the competence of its founders.
Given the rarity of truly exceptional startups, a strict sector focus can become a significant limitation. This focus can inadvertently result in funds supporting mediocre startups simply because they align with the 'right' sector.
This line of thinking is equally applicable to founders.
"Your expertise is irrelevant if it is confined to your CV. However, the moment founders begin to believe that they must build startups exclusively within their own domain, they can become ensnared in a trap. In fact, a startup's success is contingent on market forces rather than individual expertise. Those willing to learn new skills can find success in any field.
At any given moment, only a handful of markets are large and growing. Adhering excessively to your area of expertise can limit your exposure to more lucrative opportunities simply because they align with your existing knowledge.
If you were to consider an alternative perspective, which market would you choose to enter?
What skills would you need to acquire?
And who would you need to bring on board to make it happen?
CEOs are often the biggest obstacle to rapid growth!
This is because they can make it hard for new ideas to be put into action. The first reason is obvious—when a CEO insists on personally approving every decision. But the second reason is even more interesting.
A CEO can hinder a company's progress when they are the only one with a critical skill. There are some responsibilities that naturally fall on them, like fundraising or hiring key employees. But if the skill is essential to the company's success, it needs to be used frequently. And the faster the startup grows, the more often it's required—eventually overwhelming a single person, no matter how capable.
The takeaway here is counterintuitive. The best thing to do is to hire people who can do the same job as the founders. Instead, they should be hiring people who can do the same job as the founders so that the founders don't get in the way of the business.
This means being willing to let go of the idea that "I'm the only one who can do this well".
This is because they can make it hard for new ideas to be put into action. The first reason is obvious—when a CEO insists on personally approving every decision. But the second reason is even more interesting.
A CEO can hinder a company's progress when they are the only one with a critical skill. There are some responsibilities that naturally fall on them, like fundraising or hiring key employees. But if the skill is essential to the company's success, it needs to be used frequently. And the faster the startup grows, the more often it's required—eventually overwhelming a single person, no matter how capable.
The takeaway here is counterintuitive. The best thing to do is to hire people who can do the same job as the founders. Instead, they should be hiring people who can do the same job as the founders so that the founders don't get in the way of the business.
This means being willing to let go of the idea that "I'm the only one who can do this well".
A great opportunity for talent from around the world 🌐.
I'm sure it's worth just trying to apply (to see the questions in the application 🤔).
Go for it!
https://balajis.com/p/network-school-fellowship
#thenetworkstate #balaji
I'm sure it's worth just trying to apply (to see the questions in the application 🤔).
Go for it!
https://balajis.com/p/network-school-fellowship
#thenetworkstate #balaji
Want to start a startup but need to dive deeper? Try this hack!
We came up with an interesting approach. Instead of learning alone, we decided to bring together two groups: those who already know the field and those eager to learn.
The idea? Let the experts teach, the learners ask questions, and we just listen in. This way, we get insights from both sides – solutions from the experts and real-world problems from the learners. And who knows? You never know, you might just come up with a great business idea.
Richard Feynman, the Nobel Prize-winning physicist, once said, "The best way to learn is to teach." So we thought, why not make this bigger? The more people teaching and learning, the more likely we are to stumble upon something amazing.
And something funny happened—experts who had ignored our requests for advice started agreeing to speak at our sessions. It turns out that this was also a great networking hack for breaking into a new industry.
So, we discovered a powerful way to get stuck into a new field — one that anyone can use to explore their area of interest. Give it a go!
Like and follow me for more valuable thoughts each day!
We came up with an interesting approach. Instead of learning alone, we decided to bring together two groups: those who already know the field and those eager to learn.
The idea? Let the experts teach, the learners ask questions, and we just listen in. This way, we get insights from both sides – solutions from the experts and real-world problems from the learners. And who knows? You never know, you might just come up with a great business idea.
Richard Feynman, the Nobel Prize-winning physicist, once said, "The best way to learn is to teach." So we thought, why not make this bigger? The more people teaching and learning, the more likely we are to stumble upon something amazing.
And something funny happened—experts who had ignored our requests for advice started agreeing to speak at our sessions. It turns out that this was also a great networking hack for breaking into a new industry.
So, we discovered a powerful way to get stuck into a new field — one that anyone can use to explore their area of interest. Give it a go!
Like and follow me for more valuable thoughts each day!
A stronger strategy comes from what you exclude!
Strategy is about setting a clear path for growth. If you're constantly moving sideways - chasing quick wins or easy money - you're not following a strategy, you're just reacting. Every detour slows you down or risks taking you off course altogether.
A real strategy isn't just about what you pursue - it's also about what you're willing to sacrifice. You can't chase every opportunity and expect to move fast in a single direction.
Want to test whether you actually have a strategy? Make a list of all the customer segments and revenue streams you could explore - but have deliberately chosen to ignore.
If you haven't ruled anything out, you don't have a strategy. If you've ruled out only a few, your strategy may still be unclear.
To sharpen your focus, make a list of all the possible paths - and start crossing them off. The more you eliminate, the clearer and more effective your strategy will be.
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Upvote and follow me for more valuable thoughts each day!
Strategy is about setting a clear path for growth. If you're constantly moving sideways - chasing quick wins or easy money - you're not following a strategy, you're just reacting. Every detour slows you down or risks taking you off course altogether.
A real strategy isn't just about what you pursue - it's also about what you're willing to sacrifice. You can't chase every opportunity and expect to move fast in a single direction.
Want to test whether you actually have a strategy? Make a list of all the customer segments and revenue streams you could explore - but have deliberately chosen to ignore.
If you haven't ruled anything out, you don't have a strategy. If you've ruled out only a few, your strategy may still be unclear.
To sharpen your focus, make a list of all the possible paths - and start crossing them off. The more you eliminate, the clearer and more effective your strategy will be.
---
Upvote and follow me for more valuable thoughts each day!
China has created an "invisibility cloak" called InvisDefense, developed by a team at Wuhan University.
Stop chasing ideas. Start finding people and their problems.
Most startup founders begin with "I have an idea!" But what they actually mean is, "I came up with something that works like this." Then they set out to find an audience for it.
But people are far more likely to pay for solutions to their Top 3 problems. So why not start by talking to real people, uncovering their biggest challenges, and then finding a solution? This way, you already know who needs it and why.
It might sound too simple to work, but it does. Just last week, a founder I know tried this approach—and within those conversations, they uncovered at least three solid product ideas.
The challenge? Most founders don’t ask about people’s problems with an open mind. They already have a half-formed idea in their head and are looking for validation: "Would you use this if I built it?" Instead of the far more useful question: "What problems do you actually have?"
An idea based on "what" is risky—because you might never find anyone who truly needs it.
A great startup idea is built on "who" and "why." The "what" will come naturally.
So stop chasing ideas. Start finding people and their problems.
Upvote and follow me for more valuable thoughts each day!
Most startup founders begin with "I have an idea!" But what they actually mean is, "I came up with something that works like this." Then they set out to find an audience for it.
But people are far more likely to pay for solutions to their Top 3 problems. So why not start by talking to real people, uncovering their biggest challenges, and then finding a solution? This way, you already know who needs it and why.
It might sound too simple to work, but it does. Just last week, a founder I know tried this approach—and within those conversations, they uncovered at least three solid product ideas.
The challenge? Most founders don’t ask about people’s problems with an open mind. They already have a half-formed idea in their head and are looking for validation: "Would you use this if I built it?" Instead of the far more useful question: "What problems do you actually have?"
An idea based on "what" is risky—because you might never find anyone who truly needs it.
A great startup idea is built on "who" and "why." The "what" will come naturally.
So stop chasing ideas. Start finding people and their problems.
Upvote and follow me for more valuable thoughts each day!
A truly talented person excels in anything they pursue!
In 2023, #coinbase did something unusual - they created hiring a page that essentially said: "If you have exceptional skills but don't see a role that fits, reach out. We'll figure it out together. Our goal isn't just to fill jobs, but to find the right people."
But what kind of skills were they looking for?
Not just top engineers or salespeople, but people who had won chess tournaments, excelled at e-sports, conducted ground-breaking research, served in elite military units, developed space and biotech innovations, built massive online audiences, won Olympic medals, or created widely used open source projects.
At first, this seemed odd for a technology company. But then it clicked - there are two ways to scale:
1. Scale hands - hire more people to expand horizontally.
2. Scaling minds - bringing in top talent to take the company to new heights.
The second type of scaling is what separates startups that are just growing from those that are truly breaking through. Talented people bring fresh perspectives and see opportunities that others miss.
A startup doesn't just need more coders or salespeople - it needs visionaries. That's why it might make more sense to hire an Olympic athlete or a special forces officer than just another developer.
The real question: If an elite athlete walked into your startup today, could you find a way to leverage their skills?
Upvote and follow me for more valuable thoughts each day!
In 2023, #coinbase did something unusual - they created hiring a page that essentially said: "If you have exceptional skills but don't see a role that fits, reach out. We'll figure it out together. Our goal isn't just to fill jobs, but to find the right people."
But what kind of skills were they looking for?
Not just top engineers or salespeople, but people who had won chess tournaments, excelled at e-sports, conducted ground-breaking research, served in elite military units, developed space and biotech innovations, built massive online audiences, won Olympic medals, or created widely used open source projects.
At first, this seemed odd for a technology company. But then it clicked - there are two ways to scale:
1. Scale hands - hire more people to expand horizontally.
2. Scaling minds - bringing in top talent to take the company to new heights.
The second type of scaling is what separates startups that are just growing from those that are truly breaking through. Talented people bring fresh perspectives and see opportunities that others miss.
A startup doesn't just need more coders or salespeople - it needs visionaries. That's why it might make more sense to hire an Olympic athlete or a special forces officer than just another developer.
The real question: If an elite athlete walked into your startup today, could you find a way to leverage their skills?
Upvote and follow me for more valuable thoughts each day!
Identity in the age of AI: Why KYC needs a rethink, not a patch
Traditional KYC is collapsing under the weight of AI and black market identity kits. With deepfakes and OTC-verified identities flooding the web, document-based verification is no longer viable.
Shegby offers a new model: zero-knowledge, human-driven and built for a Web3-native future.
https://www.linkedin.com/pulse/identity-age-ai-why-kyc-needs-rethink-patch-shegby-8gupe/
#KYC #kyc #KnowYourCustomer $shegby
Traditional KYC is collapsing under the weight of AI and black market identity kits. With deepfakes and OTC-verified identities flooding the web, document-based verification is no longer viable.
Shegby offers a new model: zero-knowledge, human-driven and built for a Web3-native future.
https://www.linkedin.com/pulse/identity-age-ai-why-kyc-needs-rethink-patch-shegby-8gupe/
#KYC #kyc #KnowYourCustomer $shegby
Why aren't your numbers growing?
The first instinct is often "There's something wrong with my product - I need to improve it so people stop leaving".
But that's a trap. No product can satisfy 100% of users 100% of the time. Churn is inevitable. The real reasons for stagnation lie elsewhere.
First, you're not actively doing something every day to attract new users. Growth doesn't just happen.
Second, your business model doesn't incentivize existing users to spend more over time - whether through increased usage, data limits or premium features.
The good news? If you have users, your product is already good enough. Sure, it can always be improved, but that's an ongoing process.
The real challenge comes down to two things:
1. How to keep acquiring new users.
2. How to price to maximise revenue from existing users.
The bad news? Tweaking the product feels easier than tackling these two problems. But the real question is: are you prepared to focus on what really moves the needle?
Upvote and follow me for more valuable thoughts each day!
The first instinct is often "There's something wrong with my product - I need to improve it so people stop leaving".
But that's a trap. No product can satisfy 100% of users 100% of the time. Churn is inevitable. The real reasons for stagnation lie elsewhere.
First, you're not actively doing something every day to attract new users. Growth doesn't just happen.
Second, your business model doesn't incentivize existing users to spend more over time - whether through increased usage, data limits or premium features.
The good news? If you have users, your product is already good enough. Sure, it can always be improved, but that's an ongoing process.
The real challenge comes down to two things:
1. How to keep acquiring new users.
2. How to price to maximise revenue from existing users.
The bad news? Tweaking the product feels easier than tackling these two problems. But the real question is: are you prepared to focus on what really moves the needle?
Upvote and follow me for more valuable thoughts each day!
Does anyone know how to reconize the place where it was done?
Stop explaining, start selling!
If you're explaining your product instead of selling it, you're doing it wrong. A great product solves a real pain - but how do you sell real painkillers?
Pharmaceutical ads don't break down the biochemistry of how a pill works. Instead, they show pain, taking the pill, instant relief and a quick "clinically proven" stamp. That's it. And people buy.
Now imagine replacing that ad with an in-depth technical lecture. How many sales would that generate?
If your product doesn't sell, it's not a lack of explanation. Either you're solving a problem that doesn't exist, you can't demonstrate the change you promise, or you have no proof that it works.
Try removing all explanation from your pitch. If nothing remains, add something worth selling. If you are left with something, make it stronger.
That's how you really learn to sell.
If you're explaining your product instead of selling it, you're doing it wrong. A great product solves a real pain - but how do you sell real painkillers?
Pharmaceutical ads don't break down the biochemistry of how a pill works. Instead, they show pain, taking the pill, instant relief and a quick "clinically proven" stamp. That's it. And people buy.
Now imagine replacing that ad with an in-depth technical lecture. How many sales would that generate?
If your product doesn't sell, it's not a lack of explanation. Either you're solving a problem that doesn't exist, you can't demonstrate the change you promise, or you have no proof that it works.
Try removing all explanation from your pitch. If nothing remains, add something worth selling. If you are left with something, make it stronger.
That's how you really learn to sell.
The rise of Network states & our journey with Shegby!
Balaji Srinivasan's concept of Network States is one of the most exciting ideas of our time - a vision where communities first form online, coalesce around a common purpose, and eventually gain influence, even sovereignty, in the real world.
https://thenetworkstate.com/
If you haven't explored the Network State Dashboard yet, it's a fascinating look at projects building towards this future: https://thenetworkstate.com/dashboard/
Shegby is on this journey too. We started with a Web3 KYC service to ensure trust and identity verification in our growing digital nation. But this is only the beginning.
If you're interested in our vision, I'd really appreciate your support - a simple like on our project page will help drive this movement forward: https://thenetworkstate.com/dashboard/p/shegby
Let's build the future together!
#networkstate $shegby #balaji
Balaji Srinivasan's concept of Network States is one of the most exciting ideas of our time - a vision where communities first form online, coalesce around a common purpose, and eventually gain influence, even sovereignty, in the real world.
https://thenetworkstate.com/
If you haven't explored the Network State Dashboard yet, it's a fascinating look at projects building towards this future: https://thenetworkstate.com/dashboard/
Shegby is on this journey too. We started with a Web3 KYC service to ensure trust and identity verification in our growing digital nation. But this is only the beginning.
If you're interested in our vision, I'd really appreciate your support - a simple like on our project page will help drive this movement forward: https://thenetworkstate.com/dashboard/p/shegby
Let's build the future together!
#networkstate $shegby #balaji
I don't know who made this video, but it's really well done. Props to the creator!
Is there no recipe for a successful start-up? Think again!
People love to say "there is no formula for building a successful startup". I used to believe it too - until I realised there really is one.
The trick? Copy what's already working. Not blindly, but by identifying startups that are gaining traction now, with ideas that have only recently become viable. The real trick is to sell a similar product faster, better and to the right audience before others catch on.
Copying isn't just about replicating WHAT they do - it's about understanding HOW they do it. The best founders don't just copy a product; they extract the playbook and apply it to a new market, audience or problem.
Ironically, those who chase "uniqueness" are often the ones who struggle the most. Anyone can come up with an idea that nobody wants to buy. But refining, scaling and selling a proven concept? That takes skill.
Even the biggest names didn't start from scratch - Elon Musk didn't invent PayPal, Tesla or reusable rockets, but he revolutionised each industry by executing better than anyone else.
So perhaps the adage should be rewritten: "Smart founders copy WHAT, great founders copy HOW."
And there may be a formula in there after all.
People love to say "there is no formula for building a successful startup". I used to believe it too - until I realised there really is one.
The trick? Copy what's already working. Not blindly, but by identifying startups that are gaining traction now, with ideas that have only recently become viable. The real trick is to sell a similar product faster, better and to the right audience before others catch on.
Copying isn't just about replicating WHAT they do - it's about understanding HOW they do it. The best founders don't just copy a product; they extract the playbook and apply it to a new market, audience or problem.
Ironically, those who chase "uniqueness" are often the ones who struggle the most. Anyone can come up with an idea that nobody wants to buy. But refining, scaling and selling a proven concept? That takes skill.
Even the biggest names didn't start from scratch - Elon Musk didn't invent PayPal, Tesla or reusable rockets, but he revolutionised each industry by executing better than anyone else.
So perhaps the adage should be rewritten: "Smart founders copy WHAT, great founders copy HOW."
And there may be a formula in there after all.
The Hidden Third Option You’re Overlooking!
Most decisions aren't just A or B - there's always a third choice hiding in plain sight.
At Y Combinator, one of the key lessons is to never limit yourself to binary choices. Imagine your startup is struggling - should you (a) chase investors or (b) cut costs? But why not explore (c) selling to a different audience or (d) tweaking the product to create new revenue streams?
A real-life example: My team once debated pricing a costly service - should we charge high to break even or even higher to make a profit? The real answer? We killed the service entirely because it wasn't scalable. This unexpected decision turned out to be the smartest.
The key takeaway? There is always a third option - you just have to look for it.
Most decisions aren't just A or B - there's always a third choice hiding in plain sight.
At Y Combinator, one of the key lessons is to never limit yourself to binary choices. Imagine your startup is struggling - should you (a) chase investors or (b) cut costs? But why not explore (c) selling to a different audience or (d) tweaking the product to create new revenue streams?
A real-life example: My team once debated pricing a costly service - should we charge high to break even or even higher to make a profit? The real answer? We killed the service entirely because it wasn't scalable. This unexpected decision turned out to be the smartest.
The key takeaway? There is always a third option - you just have to look for it.
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