Discovery and concept validation
A focused discovery effort that shows whether a concept solves a real problem, and for whom, before engineering time is spent.
Book a diagnostic intro
Who it’s for
An idea is gaining momentum
Enthusiasm is ahead of any proof it will work.
Demand is assumed
No one has checked that customers want it.
Build cost is high
Being wrong would be expensive.
Fit
A strong match when
You have a concept, prototype or early product, and customers or prospects you can talk to. You want evidence before you commit to build.
A weak match when
The concept is already built and live with data to review. A diagnostic fits that stage better.
How it works
1
Concept conversation
The idea, who it is for, your goals, the stack, and what you already know or assume.
2
Customer access
Introductions to prospects or customers, plus any early data or research on hand.
3
Discovery work
Tuesday and Thursday check-ins on conversations held, signals found and open questions.
4
Validation readout
What customers need, whether the concept meets it, the evidence, and a clear go, change or stop recommendation.
5
Optional: shape the build
Stay on to turn the validated concept into a scoped plan, as separate work.
Your concept gets tested against real customers, not just agreed with. The favorite idea is often not the one customers care about.
What you receive
Concept and goals review
Customer discovery findings
Demand and fit assessment
Go, change or stop recommendation
90-day validation plan
If customers do not give a clear signal, I will say so rather than guess.
Examples
TESTING DEMAND BEFORE BUILDING
Before the team committed to building, I tested the assumptions behind the plan and the market appetite for what was being built, using user research and other data. The team could see where demand was real and where it was a hope.
A funnel nobody could see
A substantial part of the user journey took place outside the product and went untracked. Research into that journey exposed the blind spots. I revamped onboarding to capture behavior across the handoffs, making the gaps visible and giving the team evidence for its next changes.
Questions