Having a little bit of traction can be a trap; it can lead talented founders to stick with a failing idea for too long instead of pivoting to something more promising.

Biotech founders often make the mistake of not conducting the essential experiments needed to validate their ideas, fearing that failure could jeopardize their startups.

Startups often prioritize superficial aspects like press and hiring over the fundamental work of getting the product into users' hands and iterating based on feedback.

When evaluating biotech companies, the demand for their product is often clear, but the challenge lies in their ability to deliver on that promise.

If you're trying to sell a technology and it's not gaining traction, consider building a competing product that effectively addresses the same need, like creating a fintech co-pilot if the market isn't responding to your current offering.

Founders frequently struggle with whether to prioritize growth or retention, and they often feel overwhelmed by the need to balance product development and sales efforts.

Surprisingly, many startups fail due to having too much funding, which can lead to a lack of urgency and detachment from customer needs.

In the AI era, many teams excel in technology but struggle with achieving product-market fit, often overlooking what users truly want.

The AI co-pilot concept may be premature; companies need to find a genuine product-market fit rather than just iterating on a user interface that doesn't meet real needs.