If a product solves a rare problem, it may not have enough demand to sustain itself. Frequent problems, like workplace communication, are where real engagement happens.

A big problem might be planning a group holiday, which is significant enough for people to pay for a solution. In contrast, small problems that don't occur often won't engage users.

It's important to avoid creating a product that requires excessive consulting time from the founder, as this indicates the product isn't truly scalable. If you're solving a small, rare problem, even a billion people in the addressable market may not be inclined to pay real money for it.

I need to be aware of the difference between solving a small problem and a big problem. Small and rare problems rarely work out, even if the product is beautiful.

The frequency and intensity of the problem matter; if it's infrequent and low intensity, attracting customers will be challenging.

It's crucial to solve a real problem; you should talk to potential users early to ensure that the problem you're addressing is significant for them as well.

If users won't pay more, it may indicate that you need to enhance your product's value or address a more significant problem.

Relying solely on paid acquisition for growth is risky. If your growth depends only on ads, it may not be sustainable in the long run, especially as competition increases.

We decided to implement ads in a way that wouldn't degrade the user experience, ensuring that our free users still receive a quality product while generating revenue for the company.