Hi All Writing after a while. Recently, I onboarded a client with lots of signups, 0 activation. Check out what I found: https://product-led-growth.com/healthy-signups-zero-activation-a-product-market-fit-lesson-for-saas-founders

I had a conversation recently with a few SaaS founders, and one question kept coming up: Can you start acquiring users before your ICP, use case, and value message are fully clear? My honest answer is yes. But only if you treat acquisition as a learning engine, not a scaling engine. A lot of founders think their growth problem is the channel. LinkedIn is not working.Outbound is not working.Paid ads are too expensive.SEO is too slow.The landing page needs a redesign. Sometimes that is true. But often, the real issue is more foundational: - The ICP is not clear. - The use case is too broad. - The value message is not sharp enough. - The founder is trying to sell too many things to too many people. And when that happens, acquisition does not create growth. It creates noise. The better question is not: Should we start acquisition? The better question is: Are we using acquisition to learn, or are we expecting it to scale? Early acquisition should help you validate: - Who reacts fastest to the problem? - Which use case creates urgency? - What message gets attention? - Which segment is willing to engage? - Where do people get confused before converting? This connects to the first part of my G.R.O.W.T.H framework: Groundwork. For me, Groundwork means clarifying: - Who are we serving? - What problem are we solving? - Why does it matter now? - What value should the user experience quickly? - What metric tells us they reached value? Without this, every growth channel becomes harder. Your landing page becomes vague.Your outbound becomes generic.Your onboarding becomes unfocused.Your sales calls become too educational.Your roadmap becomes reactive. My view: Use acquisition to learn when your ICP, use case, or message is still evolving. Use acquisition to scale when you know who your best-fit customer is, what problem creates urgency, and how users reach value. The risk is not starting acquisition early. The risk is scaling acquisition before the foundation is clear.

Hi All, Just want to share a bit from my learning last week. I continue to support founders across different SaaS and technology businesses, and one topic came up again: Can you start acquiring users before you are fully clear on ICP, use case, and value? My honest answer is yes — but with a big caution. You can start conversations. You can start testing messaging. You can start learning from the market. But scaling acquisition too early can create noise. What I mean is this: If the ICP is not clear, you may attract the wrong users.If the use case is not clear, your message becomes too broad. If the value is not clear, even interested users may not convert. So, the real question is not: “Should I start acquisition?” The better question is: “Am I using acquisition to learn, or am I expecting it to scale?” There is a big difference. In the early stage, acquisition should help you validate: 1. Who is reacting to the problem? 2. Which use case creates the strongest urgency? 3. What value message gets attention? 4. Which segment has the highest willingness to engage? This connects back to the first part of my G.R.O.W.T.H framework — Groundwork. Before trying to scale growth, founders need enough clarity on: - ICP - Core problem - Value promise - Use case priority - Success metric Not perfect clarity. But enough clarity to avoid wasting time and budget. My learning from last week: You do not need to pause acquisition until everything is perfect. But you should not confuse early acquisition testing with scalable growth. Curious to hear from others: Have you seen founders trying to scale acquisition before their ICP or value message was clear? Would love to hear your thoughts.

Why SaaS Growth Breaks — And What G.R.O.W.T.H. Fixes A lot of SaaS companies think they have a traffic problem, a lead problem, or a sales problem. But many times, the real issue is deeper. Users sign up but do not reach value fast enough. Onboarding has friction. The offer is not sharp enough. The product depends too much on manual support. Pricing does not guide users well. Retention stays weak because habits never get formed. So the problem is not just growth at the top of the funnel. The problem is the system behind growth. That is why I built the G.R.O.W.T.H. framework — a practical Product-Led Growth approach to help SaaS businesses diagnose bottlenecks and build a product that can sell, support, and scale more effectively. The framework follows seven connected stages: Groundwork, Reality Check, Offer Creation, Onboard for Value, Workflow Self-Serve, Tier & Monetize, and Habit Formation. The idea is simple. Before chasing more acquisition, a SaaS company needs to answer some hard questions: - Are we clear on the business objective and ICP? - Do we know where users drop off? - Is our offer strong enough? - Can users experience value quickly? - Are we still relying too much on humans for setup and support? - Does pricing match customer value? - Are we creating reasons for users to come back? That is what G.R.O.W.T.H. helps solve. It is not a theory-heavy framework. It is a practical lens to look at SaaS growth through value-first thinking, metrics-led decisions, focused segmentation, compounding loops, and continuous experimentation.

Welcome in. Sharing a short video on the G.R.O.W.T.H. framework and how I think about SaaS growth through a Product-Led lens. https://youtu.be/mDDKog_A0x8?si=jwnjONJ1mEO8peHU