Founders never stop revisiting the same 10-15 core questions about product, team, and sales, even years in. Recent pivots force you back to early customer discovery, and a structured process makes those decisions easier.
Even if you've done the work, when you come across the assignment, think— rethinking it and seeing what you've missed, or can you build on top of it, it's already a great exercise. Because, you know, as I'm sure everybody sort of, as they build the company, you never have the first answer. First, you know, first time you think about it, you have a little bit of answer and you go do something on top of it, and then things evolve and things evolve very fast. So you always have to go back to those fundamental questions and ask yourself, You know, is the product on the right track or do I have the right milestones? Do I have the right team? Um, you know, all that sort of stuff that you go through the curriculum, it's never one answer. You would want— you thought about it once and it's done. I mean, even after 3 years, we're still going back to product specification, hiring, you know, like same course, sales, you know, building your pipeline, all that sort of stuff. It's a, it's a, it's, it's basically building a company. It's not that complicated. It's like, 10 to 13, 10 to 15 concepts that you keep going back and going back and going back and keep building on top of it. So, to me, it's never over, you know.
Yeah, it's a very iterative process. What we have also doing, we recently did a pivot, so we actually went back to some of the early questions about customer discovery and product development. And when you look at it, now it's a very process-driven workflow in how do we figure out what pivot direction to take. And it's a lot easier to make them sort of without— it's a lot easier to make now than if we didn't join Family Institute.
