TRANSKRIPTIO 🔗
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Welcome to Business Conversations with Pi and Piet 2.0, where the advice is real, but the voices are AI.
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I'm Scoob, and we're harnessing cutting-edge artificial intelligence to tackle real-world business challenges and deliver actionable strategies you can implement right now.
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Let's dive in.
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Welcome back to another deep dive.
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And today's uh well, it's pretty special because we completely curated this one around a specific listener question.
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Yeah, it's a really fantastic question, actually.
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It really is.
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So someone submitted this to tuepodcast.net slash askpie, and they asked, it's very direct.
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They just said, how do I know when to pivot versus double down on my current product?
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Aaron Powell Right.
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I mean that is the million-dollar question, isn't it?
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Aaron Powell Oh, absolutely.
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And we love getting these real world questions from you guys.
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So if you're navigating your own business challenges right now, send them to us directly at tuepodcast.net slash ask pie.
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Because making the wrong choice here, uh it doesn't just burn through your capital.
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It drains the one resource you can literally never get back, which is your time.
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Aaron Powell Exactly.
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Time is everything.
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So to give you a like a purely scientific data-driven framework for this decision, we've pulled a pretty heavy hitting stack of sources today.
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Aaron Powell We really have.
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Yeah.
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We're looking at the Mastering User Retention Playbook by Amplitude, uh, some insights from Y Combinator Startup Library, innovation accounting strategies from Chromatic, and some really fascinating case studies from Founders Network and Tirabasi.
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Aaron Powell It's a lot to unpack.
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But the mission today is to cut through all that emotional fog of running a project.
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Aaron Ross Powell Right.
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To give you the concrete metrics that tell you exactly when to stay the course and you know when to just tear up the blueprint entirely.
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Aaron Powell But before we even look at those metrics, I think we have to um kind of have to redefine our language first.
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Aaron Powell Oh, for sure.
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Aaron Ross Powell Because when you read through the Y Combinator and Founder Frequency Materials, it is glaringly obvious that founders constantly misuse the word pivot.
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Like all the time, just to justify terrible habits.
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Aaron Powell Yeah, they use it as a shield.
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Aaron Powell Exactly.
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A lot of what gets labeled as a pivot in the startup world is actually just what Y Combinator calls a quit wearing a costume.
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Aaron Powell A quit wearing a costume.
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A quit.
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Wow.
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That is I mean, that's a brutal assessment.
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Trevor Burrus, Jr.: It's harsh, but it's accurate.
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Aaron Powell, I see it all the time though.
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People hit a wall, the daily work gets really tedious, and suddenly they're quote unquote pivoting to a shiny new idea that has absolutely nothing to do with their original insight.
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Aaron Powell Right, which means they didn't pivot at all.
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They just quit.
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Yeah.
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A genuine pivot means you are preserving your core insight.
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You learned something fundamentally true about the customer or the market, but you realized your current product is just uh the wrong vehicle to deliver it.
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Aaron Powell Okay, let's unpack this a bit more because I want to make sure we aren't confusing a pivot with just basic iteration.
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Sure.
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Let's use an analogy.
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Say you're trying to cross the ocean.
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Iteration is like upgrading the sails on your boat to catch the wind better, right?
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Aaron Powell Right.
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You're improving the current setup.
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Aaron Powell And then there's swerving, which is a concept the Golden Seeds investors highlight in that fast company source.
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Swerving is proactively adjusting your rudder to dodge a sudden storm system.
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Aaron Powell You're responding to immediate data.
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Aaron Powell Yes.
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But a true pivot is realizing wait, a boat is the wrong vehicle entirely.
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We actually need to build an airplane to make this crossing.
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Aaron Powell That captures the structural difference perfectly.
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I mean, iteration and swerving, they have an inside the exact same business model.
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Aaron Powell You're just optimizing the machine.
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Aaron Ross Powell Exactly.
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But a
Load full transcript
pivot invalidates your core structural hypothesis.
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It completely changes the market or the fundamental problem or the revenue model.
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Right.
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The open classroom source has this brilliant litmus test for this.
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If you can undo the change you just made in a single afternoon, you iterated.
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Oh wow.
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Yeah.
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A true pivot forces you to literally throw away your financial projections and start over from zero.
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See, making that leap, like deciding to build the airplane instead of the boat, that is a massive, terrifying jump.
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It really is.
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And reading through chromatics research on innovation accounting, it's so easy to see how smart people fall into an emotional trap here.
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Oh, completely.
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The human brain is incredibly skilled at confirmation bias.
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Right.
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Because if you are exhausted and burned out, you will subconsciously look for data that says pivot just to relieve the pressure.
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Yeah, you just want it out.
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And conversely, if you're really stubborn or ego-driven, you'll cherry-pick vanity metrics to convince yourself you just need to push harder.
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Aaron Powell, which is why Tristan Kromer from Chromatic insists you absolutely cannot trust your gut feeling.
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Right.
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He breaks the evaluation process down into this framework with four distinct outcomes, not just the standard pivot or persevere.
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Okay, what are the four?
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Every time you evaluate your business, your options are scale, persevere, pivot, or kill.
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So scale obviously means you found the magic formula, pour gasoline on the fire.
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Exactly.
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And kill means the hypothesis is dead, shut the doors.
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But the friction always happens in the middle, right?
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Deciding between persevere and pivot.
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Yeah.
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And to navigate that friction, chromatic introduces what I think is a fascinating little equation.
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It's ideas times runway equals hope.
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Ideas times runway equals hope.
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Right.
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Okay, let's break the mechanics of that down for the listener.
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Aaron Powell Think of it like a strict mathematical rule.
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If you have brilliant ideas on
how to pivot, but zero runway, meaning you are totally out of money in time, you have zero hope.
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You have to kill the project.
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Right.
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Any number times zero is zero.
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Exactly.
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Now flip it.
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If you have plenty of runway in the bank, but you've completely exhausted all your customer insights and you have absolutely no new ideas, you also have zero hope.
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You kill it.
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Wow.
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So you are only allowed to pivot if you possess both a validated new insight and the resources to actually execute it.
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Aaron Powell Precisely, which leaves us in that limbo of persevering.
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This is where most founders get stuck.
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It's that slow bleed where you aren't failing aggressively enough to shut down, but you aren't succeeding enough to scale.
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Yeah, and the chromatic source is merciless about this middle ground.
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Persevering does not mean just waiting around to see if sales magically pick up next quarter.
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Aaron Powell Indecision is not a strategy.
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Exactly.
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Persevering means you are actively running targeted experiments designed to reduce uncertainty on your single riskiest variable.
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And here is where the antidote to the sunk cost fallacy comes in.
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The framework demands that you set strict success and fail conditions before you run that experiment.
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That sequencing is everything.
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Because if you decide in advance, hey, the fail condition for this new feature is a conversion rate below 2%.
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Right.
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And then the data comes back at 1.5%, the debate is over.
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You don't get to move the goalposts.
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No.
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You don't get to rationalize that, oh, well, the market was just slow this week.
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You accept the hypothesis failed and you take action.
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So how do we know when the overall structural hypothesis is just fundamentally broken?
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Like we need concrete, measurable signals.
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We do.
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And across the Casa Flores and Seed Angels frameworks, there's a really clear consensus on this.
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We're looking for systemic failure, not a temporary glitch.
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Aaron Powell Right.
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They outline six specific signals.
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Yeah.
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And the rule is when two or more of these flash red across a full quarter, despite all your efforts to iterate and swerve, the data is screaming at you to pivot.
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Aaron Powell Right.
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Two or more is that critical threshold.
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Because one red signal usually just means an operational bottleneck.
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You just need to fix a process.
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But two or more, the foundation is cracking.
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Aaron Powell Let's dive deep into signal number one, which is arguably the most lethal retention.
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Aaron Powell Oh, retention is everything.
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Right.
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The Amplitude Mastering User Retention Playbook notes this staggering statistic.
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On average, 80% of new users abandon an app after just three days.
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Aaron Powell Eighty percent.
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Aaron Powell I mean that kind of drop-off is brutal, but it highlights why retention is the ultimate pulse check.
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If people don't stick around, your marketing, your sales, it's all completely meaningless.
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Aaron Ross Powell So how do we measure it properly?
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Aaron Ross Powell When we look at retention, we track cohorts.
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A cohort is just a specific group of users who started during the same time period, like um the first week of January.
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Aaron Ross Powell And we are looking at how that specific January group behaves over time.
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Like do they keep coming back in February and March and April?
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Aaron Ross Powell Right.
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Do you want to see that cohort's retention curve eventually flatten out at a healthy baseline?
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Aaron Ross Powell Meaning a core group has integrated your product into their permanent routine.
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Aaron Powell Yes.
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Aaron Ross Powell If instead the usage for that January cohort and then the February cohort and the March cohort, if it all steadily decays down to zero, your product market fit is broken.
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Aaron Ross Powell You don't just have a leaky bucket.
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Aaron Powell No.
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You have a bucket with absolutely no bottom.
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Aaron Ross Powell Now here's where it gets really interesting.
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The Amplitude Playbook takes this a step further.
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Retention isn't just about a user simply opening your app, it has to be tied to what they call the critical event.
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Aaron Powell Yes, this is so important.
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Like if you look at Airbnb, their critical event isn't a user opening the app and just, you know, browsing pretty houses in Italy.
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Trevor Burrus, Jr.
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Right.
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Browsing is a leading indicator, but it doesn't actually generate revenue.
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Airbnb's critical event is the actual booking of a stay.
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Aaron Ross Powell Exactly.
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So if users are logging in every day just to browse, your daily active user count might look amazing.
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You might think you're killing it.
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But you're really just masking a dying product with vanity metrics.
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Aaron Ross Powell Right.
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If they aren't performing that specific critical event on their natural usage interval, your retention is actually failing.
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Aaron Powell Which leads us perfectly into signal number two, the Sean Ellis test.
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Oh, I love this one.
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Aaron Powell It's a brilliant way to mechanically measure product market fit.
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Because product market fit is really that moment when your market starts actively pulling the product out of your hands rather than you aggressively pushing it onto them.
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And to measure that, the test asks you to survey only your active users with one very specific question, which is how would you feel if you could no longer use this product?
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Aaron Powell Right.
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And if fewer than 40% of those active users say they would be very disappointed, the data strongly suggests you don't have product market fit.
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Wow.
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Fewer than 40%.
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Yeah.
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It means your product is just viewed as a nice-to-have luxury, not a must-have painkiller.
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And when budgets get tight, those nice to have's are the very first things that get canceled.
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Okay, let's move to signal number three, which looks at the unit economics.
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The sources say you need to sound the alarm if your customer acquisition cost, your CAC, remains higher than your customer lifetime value, or LTV, for over 12 months.
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Now, obviously in the first few months, your CAC will always be high.
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Right.
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You're still figuring things out.
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Exactly.
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But if you've been iterating for a full year and it still costs you more to acquire a customer than they will
ever pay you over the life of their subscription, your mechanism for delivering value is fundamentally disconnected from how the market values it.
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See, I feel like some founders might argue, oh, well, that's just a marketing problem.
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We just need better ads.
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Aaron Powell They do say that.
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But the sources are really clear.
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Over a 12-month horizon, an upside-down CAC to LTV ratio is not a marketing failure.
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It is a structural failure.
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You aren't building a business, you're just personally subsidizing a hobby for your users.
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Aaron Ross Powell Subsidizing a hobby, yeah.
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Yeah.
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Aaron Powell And that ties directly into signal four sales cycle length.
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Normally, as you sell a product, you learn the customer's buying triggers, you handle objections better, and your pitch gets tighter.
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Aaron Powell So the time it takes to close a deal should naturally compress.
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Aaron Powell Right.
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So if you've closed 10 to 15 deals and your sales cycle is still taking like six months of agonizing, drawn-out negotiation to get a yes, that's a massive red flag.
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Aaron Powell Because it tells you the why behind all that friction.
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A perpetually long sales cycle means the problem you're solving simply isn't a top three priority for that market.
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Trevor Burrus, Jr.
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It's just not urgent for them.
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Aaron Ross Powell Exactly.
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They might buy it eventually, but only when they get around to it.
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And you really cannot build a scalable, high-growth business on a product that lacks urgency.
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Signal five shifts to the qualitative side, which is lukewarm feedback.
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You know, you aren't getting hate mail, but you also aren't getting unprompted follow-ups.
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Nobody is passionately demanding specific new features.
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Aaron Powell Right.
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The opposite of love isn't hate, it's indifference.
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Aaron Powell And I'd argue it's almost more severe than that because indifference completely kills your word of mouth growth.
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If your early adopters aren't enthusiastically recommending the product to their peers without you prompting them to, your organic growth engine is just dead on arrival.
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Trevor Burrus, it really is.
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And finally, signal six is the ultimate forcing function.
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Your runway dips under nine months without any substantial market traction.
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Aaron Powell Nine months.
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Yes.
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Nine months is the absolute minimum time required to conceptualize, execute, and actually evaluate a major pivot.
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If you wait until you have I mean, if you only have three months of cash left, it's too late.
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Aaron Powell Right.
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You don't have a pivot runway anymore.
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You just have severance pay.
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Aaron Powell That's exactly it.
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Now the Casa Flora's source warns about a massive timing trap when analyzing these six signals.
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You cannot evaluate this data too early or too late.
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Aaron Powell Right.
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The danger zone on the early side is the six month mark.
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Aaron Powell Because the first six months are inherently full of noise and friction, if you pivot at six months, you're likely just reacting to the fact that building a business is really hard.
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Aaron Powell But the danger on the other end is blindly persisting past 30 months when all the signals are flashing red.
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That's just sunk cost fallacy.
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Trevor Burrus, Jr.
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Pure denial.
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The sweet spot for this data to crystallize and give you a clear, undeniable mandate is between 12 and 24 months.
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Aaron Powell Okay.
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So let's put ourselves in that scenario.
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We're at month 18.
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Three of those signals, let's say retention sales cycles, and lukewarm feedback, they are flashing bright red.
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The data tells you to pivot.
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How do you actually execute that without burning the entire house down?
00:14:50.110 --> 00:14:58.110
Aaron Powell Well, you look at companies who successfully navigated this by preserving their core assets while changing their vehicle.
00:14:58.350 --> 00:15:02.590
Because a pivot doesn't mean detonating the company and staring at a blank whiteboard.
00:15:02.670 --> 00:15:03.310
Aaron Powell Right.
00:15:03.550 --> 00:15:05.629
The classic example here is bourbon.
00:15:05.790 --> 00:15:09.629
Bourbon was this incredibly bloated location-based check-in app.
00:15:09.790 --> 00:15:16.430
It had like gaming features, future planning tools, points, a photo sharing function, just way too much going on.
00:15:16.510 --> 00:15:18.430
Aaron Ross Powell And growth was entirely stagnant.
00:15:18.510 --> 00:15:19.470
Aaron
Powell Completely.
00:15:19.710 --> 00:15:23.629
But the founders looked at their cohort data and they realized something fascinating.
00:15:23.790 --> 00:15:23.950
Trevor Burrus, Jr.
00:15:24.110 --> 00:15:28.350
The users were ignoring almost the entire app except for one specific feature.
00:15:28.750 --> 00:15:29.390
Exactly.
00:15:29.629 --> 00:15:33.470
The photo sharing feature was getting massive, sticky engagement.
00:15:33.629 --> 00:15:36.110
The users just loved sharing visual moments.
00:15:36.270 --> 00:15:38.910
So the founders took a chainsaw to their own product.
00:15:39.230 --> 00:15:40.030
Just cut it all away.
00:15:40.270 --> 00:15:45.310
They stripped away the check-ins, the points, the gaming, absolutely everything except the photos.
00:15:45.470 --> 00:15:53.629
They executed what Eric Reese calls a zoom-in pivot, where one single highly engaged feature becomes the entire standalone product.
00:15:54.030 --> 00:15:56.830
And that stripped down version of bourbon became Instagram.
00:15:57.230 --> 00:15:57.870
Became Instagram.
00:15:58.270 --> 00:16:03.390
It's a perfect illustration of keeping the core insight, that user behavior, but radically changing the vehicle.
00:16:03.710 --> 00:16:04.110
Yeah.
00:16:04.430 --> 00:16:11.070
The founders' network source provides another incredible example, but this one is focused on preserving internal assets.
00:16:11.150 --> 00:16:12.990
And that is the story of Slack.
00:16:13.310 --> 00:16:13.950
Oh, right.
00:16:14.350 --> 00:16:15.070
A lot of people don't know.
00:16:15.230 --> 00:16:18.190
Slack started as a video game company called Tiny Spec.
00:16:18.510 --> 00:16:18.750
Right.
00:16:18.990 --> 00:16:19.310
Yes.
00:16:19.550 --> 00:16:23.310
They spent years building this massive multiplayer online game called Glitch.
00:16:23.390 --> 00:16:25.230
And Glitch was fundamentally flawed.
00:16:25.390 --> 00:16:28.990
The retention was terrible, the market wasn't there, and the game was failing.
00:16:29.070 --> 00:16:39.150
Aaron Powell But because their development team was spread out across the country, they had built this really robust, highly functional internal communication tool just so their engineers could collaborate efficiently.
00:16:39.629 --> 00:16:40.990
They built it out of pure necessity.
00:16:41.230 --> 00:16:41.390
Right.
00:16:41.550 --> 00:16:46.910
And when they realized the video game was a dead end, they didn't just fire everyone and return the remaining capital.
00:16:47.070 --> 00:16:52.990
They realized their internal communication tool was actually a high retention, high-value asset.
00:16:53.230 --> 00:16:53.629
Oh wow.
00:16:53.870 --> 00:17:02.110
So they killed the game, but they kept their engineering team, they kept their accumulated technical knowledge, and they pivoted that internal tool into a B2B product.
00:17:02.270 --> 00:17:06.269
They packaged it for other businesses, and that tool became Slack.
00:17:06.589 --> 00:17:09.390
It's like finding a diamond in the rubble of your own failed project.
00:17:09.629 --> 00:17:10.029
Exactly.
00:17:10.269 --> 00:17:12.829
And you see this pattern everywhere once you know what to look for.
00:17:12.910 --> 00:17:14.029
Look at Shopify.
00:17:14.190 --> 00:17:17.710
They started out as a company called Snow Devil, trying to sell snowboards online.
00:17:17.789 --> 00:17:17.869
Right.
00:17:18.109 --> 00:17:24.349
The snowboards didn't sell, but they realized the e-commerce software they built to run their own store was better than anything else on the market.
00:17:24.509 --> 00:17:27.869
So they pivoted from selling snowboards to selling the infrastructure.
00:17:28.190 --> 00:17:28.509
Brilliant.
00:17:28.829 --> 00:17:32.750
And Netflix is like the master of the swerve and the pivot.
00:17:32.910 --> 00:17:41.470
They constantly read the market to shift from mailing physical DVDs to streaming digital rights to eventually realizing they needed to become an original content studio.
00:17:41.549 --> 00:17:46.109
Aaron Powell What all these success stories share is that they fiercely protected their capital during the pivot.
00:17:46.269 --> 00:17:48.190
And I don't just mean financial capital.
00:17:48.430 --> 00:17:48.589
Right.
00:17:48.829 --> 00:17:54.029
They preserved their team dynamics, their technical foundations, and their accumulated market knowledge.
00:17:54.269 --> 00:17:59.869
They took the assets they had already paid to build and pointed them in a new, validated direction.
00:17:59.950 --> 00:18:06.029
Aaron Powell Okay, taking all of this into account, I want to challenge a mindset that is incredibly prevalent in the startup world.
00:18:06.189 --> 00:18:10.509
We hear the mantra fail fast, pivot often, repeated endlessly.
00:18:10.589 --> 00:18:11.470
Aaron Powell All the time.
00:18:11.869 --> 00:18:13.950
It sounds agile, it sounds modern.
00:18:14.189 --> 00:18:20.829
Should founders just adopt this philosophy and keep throwing different products at the wall until a billion-dollar company finally sticks?
00:18:20.909 --> 00:18:26.909
Aaron Ross Powell The Tiribasi source provides a brilliant, counterintuitive answer to that, which is a resounding no.
00:18:27.309 --> 00:18:27.629
Really?
00:18:27.950 --> 00:18:28.109
Yes.
00:18:28.349 --> 00:18:34.589
While agility is important, treating pivots casually can be devastatingly expensive, especially in today's highly connected market.
00:18:34.669 --> 00:18:36.189
Aaron Powell Break that down for me.
00:18:36.429 --> 00:18:39.710
Why is failing fast a problem if you're actively learning from it?
00:18:39.789 --> 00:18:48.509
Aaron Ross Powell Because every time you execute a full pivot that abandons the customer relationships you've already built, you are actively debiting what Tiribasi calls your trust account.
00:18:48.589 --> 00:18:49.950
Aaron Powell Your trust account.
00:18:50.109 --> 00:18:51.470
Okay, I really like that framing.
00:18:51.549 --> 00:18:54.269
Aaron Powell Think about the psychology of an early adopter.
00:18:54.669 --> 00:18:57.629
They take a massive risk on your unproven product.
00:18:57.869 --> 00:19:02.029
They invest their time, they convince their boss to allocate budget for it.
00:19:02.189 --> 00:19:04.189
They integrate it into their daily workflow.
00:19:04.349 --> 00:19:04.589
Yeah.
00:19:04.829 --> 00:19:14.829
If you suddenly pivot six months later and tell them, hey, um, we're actually a blockchain company now, so we're discontinuing that software you rely on, you completely burn that evangelist.
00:19:14.909 --> 00:19:17.950
Aaron Powell You make them look foolish for trusting you in the first place.
00:19:18.269 --> 00:19:18.909
Exactly.
00:19:19.149 --> 00:19:28.589
And the measurable mathematical result of burning that trust is that your customer acquisition cost will steadily rise with each successive product you launch under that brand.
00:19:28.990 --> 00:19:31.549
Because the market becomes confused about what you actually do.
00:19:31.869 --> 00:19:32.349
Yes.
00:19:32.589 --> 00:19:42.669
Potential customers will look at your history of constantly pivoting and think, why should I spend a month integrating this tool if there's a 50% chance they'll just abandon it next year?
00:19:43.069 --> 00:19:43.470
Wow.
00:19:43.869 --> 00:19:48.509
Your market credibility erodes and growth becomes exponentially harder.
00:19:48.589 --> 00:19:49.869
Aaron Powell That makes total sense.
00:19:50.029 --> 00:19:52.669
The market eventually prices in your instability.
00:19:53.309 --> 00:19:59.950
So if executing a full pivot constantly damages your trust account and drives up your CAC, what is the antidote?
00:20:00.029 --> 00:20:02.669
How do we find the right path without burning our early believers?
00:20:03.149 --> 00:20:06.669
The antidote is to aggressively front load your experimentation.
00:20:06.909 --> 00:20:15.549
You have to use the tools available today to test your messaging, your pricing models, and your customer segments thoroughly before you acquire customers at scale.
00:20:20.189 --> 00:20:20.990
Aaron Powell Precisely.
00:20:21.230 --> 00:20:35.869
That way, when you finally do ask customers for their money and their trust, the future adjustments you need to make are just healthy minor iterations, those swerves we talked about earlier, rather than full expensive, trust-destroying reversals.
00:20:36.429 --> 00:20:40.909
We have covered a massive amount of ground today, so let's pull all of this together for you.
00:20:41.149 --> 00:20:43.069
Pivoting is not a badge of honor.
00:20:43.230 --> 00:20:46.269
And doing it constantly isn't proof that you're some agile genius.
00:20:46.589 --> 00:20:47.069
Not at all.
00:20:47.389 --> 00:20:50.509
It is a highly calculated structural decision.
00:20:50.750 --> 00:21:02.109
You only make it when your core hypothesis is invalidated by cold, hard metrics, like cohort retention curves decaying to zero, or sales cycles that refuse to shorten after a year of grinding.
00:21:02.509 --> 00:21:12.990
And crucially, you make that decision proactively by setting your failed conditions in advance so you don't fall victim to the sunk cost fallacy or your own emotional biases.
00:21:13.389 --> 00:21:21.869
Before we wrap up, our expert has one final, rather provocative thought from the Seed Angels framework for you to mull over as you evaluate your own projects.
00:21:22.429 --> 00:21:22.750
Yes.
00:21:23.069 --> 00:21:26.269
As you look at your metrics, I want you to consider this.
00:21:26.509 --> 00:21:31.950
What if the problem isn't your product or your execution, but the space itself?
00:21:32.269 --> 00:21:35.309
The sources discuss this concept of a tar pit idea.
00:21:35.389 --> 00:21:36.909
Aaron Powell A Tarpit idea.
00:21:37.309 --> 00:21:37.549
Yeah.
00:21:37.789 --> 00:21:43.069
It's a structurally trapped category of a problem that looks incredibly lucrative on the surface.
00:21:43.549 --> 00:21:53.950
It lures brilliant founders in year after year, but due to hidden structural barriers like deeply entrenched monopolies or impossible regulatory hurdles, every single one of them sinks.
00:21:54.429 --> 00:21:54.750
Wow.
00:21:55.389 --> 00:21:59.069
So sometimes the bravest choice isn't to pivot the product.
00:21:59.309 --> 00:22:04.189
The bravest choice is to realize that the problem you were trying to solve is an illusion, a tar pit.
00:22:04.589 --> 00:22:08.429
And you just need to walk away entirely to save your team and your sanity.
00:22:11.549 --> 00:22:18.029
If you realize you are stuck in a tar pit, stop struggling, stop swerving, and just get out.
00:22:18.429 --> 00:22:18.990
Absolutely.
00:22:19.389 --> 00:22:23.309
We want to challenge you to apply this framework to your own project today.
00:22:23.549 --> 00:22:25.470
Don't wait until you're out of runway.
00:22:25.629 --> 00:22:29.869
Print out those six signals we discussed and score your business with brutal honesty.
00:22:30.109 --> 00:22:33.950
Are you swerving, iterating, or is it time to build an airplane?
00:22:34.269 --> 00:22:36.189
It's the most important question you can ask.
00:22:36.429 --> 00:22:42.429
And most importantly, if you want us to do a deep dive on your specific business question, we want to hear from you right now.
00:22:42.589 --> 00:22:46.589
Send your questions to us at tuepodcast.net slash ask pie.
00:22:46.829 --> 00:22:50.189
That's tuepcast.net slash ask pie.
00:22:50.909 --> 00:22:51.789
We can't wait to read them.
00:22:52.109 --> 00:22:55.389
Because in the fog of building a business, you don't have to navigate blindly.
00:22:55.549 --> 00:22:58.669
Use the data, trust the signals, and protect your time.
00:22:58.909 --> 00:23:00.750
Until next time, keep diving deep.
00:23:00.990 --> 00:23:02.829
And that's a wrap, school believers.
00:23:03.230 --> 00:23:09.149
You just experienced the power of AI-driven business insights with Pi and Piet 2.0.
00:23:09.549 --> 00:23:13.309
Real advice, artificial voices, unlimited potential.
00:23:13.470 --> 00:23:20.509
If today's episode sparked an idea, challenged your thinking, or gave you that breakthrough moment, don't keep it to yourself.
00:23:20.669 --> 00:23:23.629
Share it with a fellow entrepreneur who needs to hear this.
00:23:23.789 --> 00:23:25.230
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00:23:25.470 --> 00:23:28.909
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00:23:29.069 --> 00:23:36.109
Head over to tuepodcast.net slash ask pie and submit your question right now.
00:23:36.269 --> 00:23:42.269
We'll dive deep into your issue and deliver the actionable strategies you need to get across the start line.
00:23:42.429 --> 00:23:45.470
Remember, scoob believers, the hurdles aren't in the way.
00:23:45.629 --> 00:23:46.990
The hurdles are the way.
00:23:47.149 --> 00:23:52.269
Until next time, keep moving forward, keep taking action, and we'll see you in the next episode.