Pew measured the click collapsing from 15% to 8% when an AI summary appears. A separate read of 35,000 ChatGPT citations shows where the decision moved to and it's mostly places you don't own.

Start with the one number here that isn't someone's marketing. Pew Research put browsing software on 900 US adults and watched 68,879 real Google searches in March 2025. Not a survey about how search feels. Actual behaviour.

MCP just locked its biggest revision ever, and it quietly changes the unit of distribution from "a user opens your app" to "an agent calls your tool." That's a strategy decision, not an integration ticket.

A couple of weeks ago the Model Context Protocol shipped its final 2026-07-28 spec the largest revision since it launched. Most of the coverage was about the plumbing: it's stateless now, it runs on ordinary HTTP, the session handshake is gone. Real changes, and if you operate a server they matter. But that's not the part I'd flag for makers. The part I'd flag is what MCP has quietly become while everyone argued about transports: the way software gets used by agents instead of by people. There are close to ten thousand servers in the official registry now, MCP lives under the Linux Foundation with AWS, Google, Microsoft and Salesforce behind it, and this same release added MCP Apps servers can now render their own interactive UI right inside the agent. The protocol stopped being a developer curiosity. It became a distribution surface.

Our team is planning to launch a new version of our product on Product Hunt next week, after a period of optimization and improvements. As we get closer to launch day, I realize there s a lot to prepare, and I m curious about how other teams usually approach this process.

So far, here s what we ve been focusing on:

• Most importantly, making sure the product works well and delivers real value

• Continuous testing to ensure performance and stability

• Designing clean and clear product screenshots

• Preparing a summary of what s been updated, fixed, or optimized

• Writing launch content (tagline, description, first comment, etc.)

• Maintaining good health and a stable mindset for the launch

• Expanding our network and connecting with other makers

Here's a marketing problem no one prepares you for: what happens when your product's success means people stop using it?

At Murror, our best outcome is when someone works through what's been weighing on them and doesn't need to come back for a while. They journal, they process, they gain clarity and then they go live their life. That's the whole point.

We re usually very good at creating to-do lists for work.
But what about everything outside of work?

I ve started turning my personal habits into a checklist to build discipline and make these habits non-negotiable over time.

Here s mine:

For the first year of building Murror, we optimized for the same metrics every other app optimizes for: daily active users, session length, screens per visit. The dashboard looked healthy. Usage was growing. We felt good about it.

But something was off. Our most engaged users were not our happiest users. People who spent the most time in the app were often the ones who left the harshest feedback. Meanwhile, users who opened the app twice a week for five minutes were writing us emails about how it changed how they handle difficult conversations.

Most people are using AI wrong and I was one of them.

For the first year, I used AI like a fancy Google. "Write me a product description." "Summarize this." "Give me 10 ideas for X." Useful? Sure. Transformative? Not really.

When we first launched Murror, our onboarding looked like every other app. Five screens. Set your goals. Pick your interests. Create a profile. Upload a photo.

14% of users made it through. The rest disappeared before they ever journaled a single thought.

There is a moment that separates products people use once from products people come back to every day. It is not a feature. It is not a notification. It is the feeling that the product remembers who you are.

I have been thinking about this a lot while building Murror. We spent so much time on acquisition, onboarding funnels, and activation metrics. But the thing that actually moved our retention numbers was something much simpler: continuity.

At the beginning, my reason was very simple: I needed a job and I genuinely liked the product.

I graduated with a Marketing degree, but I never felt like I belonged in agencies or similar environments. It just wasn t for me. At the same time, I didn t have much experience in tech either. So I took a leap of faith and applied for a Customer Support role, almost blindly.

The early days were tough. I had no technical background, no real understanding of how apps were built, and everything felt overwhelming. But the product itself became my motivation. I started from the most basic things: learning simple technical terms, understanding how an app is structured, and slowly exploring how everything works behind the scenes.