How do you split time between building and growth when you're solo?
I've been building NAAD (an Indian classical wellness app ragas, pranayama, mantra meditation) mostly alone, and I've noticed something: the skills that make you good at shipping product are almost the opposite of the skills that make you good at growth/distribution. One is heads-down and technical, the other is outward-facing and relational.
For those of you who've been solo makers did you force yourself to learn marketing, or did you eventually bring someone in to own that side? And if you brought someone in, how did you structure that (equity, profit-share, contract) in a way that felt fair to both sides?
Genuinely curious how others have navigated this, especially early on when there's no revenue yet to pay someone a normal salary.
It is a question of choosing between two evils for us now. Neither option is completely free of flaws.
Human: Recruiters with "gut feelings" who harbor unconscious bias. they reject excellent candidates who just didn't go to the "right" school or didn't just "click." Inconsistent, unfair, and un-auditable.
AI: Algorithms whose training datasets are themselves replete with historical biases. They increase the scale of discrimination at light speed, becoming so-called black boxes that end up rejecting qualified candidates for reasons that humans cannot even fathom.
We are truly deciding to exchange messy, subjective human prejudice for cold, ruthlessly efficient algorithmic prejudice. Is that really an upgrade?
I ve worked on a small side project on and off for about eight months. Some weeks I m excited about it, and other weeks I wonder if I m just refusing to let it go because of the time I ve already put in.
Last month I set a simple rule: if I couldn t get even five people to try it, I d stop. I managed to get three, and two of them gave me useful feedback. I m still not sure if that means I should keep going or if I m just reading a weak signal as a good one.
It made me wonder if don t quit too early and don t hold on too long are both true, and how anyone knows which one applies.
How do you decide when a project deserves more time? Have you ever quit something and later regretted it, or kept going and wished you had stopped sooner?
I have noticed that many big entrepreneurs (e.g. Richard Branson) and the like, part of their entrepreneurship includes activities that go beyond their regular activities and try to give something back to society.
This could be, for example:
founding your own non-profit organisation (the help should be somewhat related to the subject of the business)
cooperation with existing organisations
a day in the month when your employees can choose to help a non-profit organisation, etc.
Last time was caching, and how it can quietly cost more than it saves. Today s question is a step away from my original itch. I started out asking which feature spent my money. If you sell an AI product, the question that matters more is which customer.
On the demo workspace I use for screenshots, two customers are on the same $29 plan. One costs $3.10 a month in AI calls. The other costs $61.20.
I ve been working on permission and role management for a B2B AI product.
One thing that makes this tricky is that a user s role doesn t always tell you what they should be able to do.
For example, someone might manage a project without managing the entire workspace. They need control over their project s settings and members, but that doesn t necessarily mean they should have access to organization-wide settings.
Everywhere you look on Product Hunt, browser extensions and web apps are absolutely exploding. But if you look at real-world screen time stats, mobile apps still capture the lion s share of daily attention. Is the market splitting in two?
If you built a web-first product, did sticking strictly to desktop actually help your retention, or did it hurt you?
