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Showing posts with label Hiten Shah. Show all posts
Showing posts with label Hiten Shah. Show all posts

Tuesday, January 13, 2026

The “Patch-to-Platform” Loop


This is a very real—and very costly—organizational failure mode. The problem isn’t laziness or incompetence. It’s time pressure plus fear, which pushes teams toward additive “patches” instead of subtractive fixes.

A good solution has to work with human behavior, not against it.

Here’s a solution framework that actually has a chance of sticking.

The Core Insight

Late discovery creates emotional debt.
When a team realizes something important too late, they feel exposed. The instinctive response is to add visibility and control fast—because redesign feels risky, slow, and political.

So the real problem is not “too many safeguards.”
It’s no structured way to convert temporary safeguards into permanent simplification.

The Solution: The “Patch-to-Platform” Loop

Create a mandatory lifecycle for every workaround, safeguard, or “just-for-now” process.

Nothing is allowed to remain “temporary” indefinitely.

Step 1: Name It (This Is Critical)

Every added safeguard must be explicitly labeled as a Patch, not a process.

Examples:

  • “Pre-meeting checklist” → Patch: Late Discovery Prevention

  • “Manual monitoring spreadsheet” → Patch: Data Trust Gap

  • “Slack channel for coordination” → Patch: System Missing Alerting

This reframing changes behavior.
A patch implies debt. A process implies legitimacy.

Step 2: Force an Expiration Date

Every patch must have:

  • An owner

  • A review date (30–90 days)

  • A clear trigger for removal

No exceptions.

If it’s not worth reviewing later, it wasn’t worth adding.

Step 3: Require a Root-Cause Statement (One Sentence Only)

Not a doc. Not a postmortem.
Just one sentence:

“This patch exists because ______ is not reliably true in our system.”

Examples:

  • “Because we cannot trust the dashboard to be up-to-date.”

  • “Because decisions are made before data is finalized.”

  • “Because ownership is unclear at handoff points.”

If the sentence can’t be written clearly, the patch is probably masking confusion—not risk.

Step 4: Convert Patches Into Design Inputs

At the review date, the team must choose one of three outcomes:

  1. Eliminate – Root issue fixed → patch removed

  2. Automate – Patch becomes system behavior

  3. Accept – Risk acknowledged → patch removed anyway

The key rule:

Patches are never allowed to become permanent manual work.

If something is truly necessary long-term, it must be:

  • Built into the system

  • Encoded in software, structure, or clear ownership

  • Invisible to human memory

Step 5: Measure “Organizational Drag,” Not Just Output

Introduce a lightweight metric:

Patch Count per Team

Trends matter more than the absolute number.

  • Rising patch count → system is leaking trust

  • Flat patch count → stagnation

  • Falling patch count → real improvement

This reframes improvement as less work, not more.

The Cultural Shift (This Is the Hard Part)

You must make one thing socially unacceptable:

Fixing problems by adding invisible labor.

Private notes, heroic monitoring, Slack glue, mental checklists—these feel responsible but quietly rot the system.

Instead, reward:

  • Patch removal

  • Deleted docs

  • Fewer meetings

  • Less manual checking

Celebrate subtraction publicly.

The One-Line Principle to Anchor It All

If the system needs memory, the system is broken.

Good systems don’t rely on people remembering extra steps forever.

Why This Works

  • It respects urgency (you can add patches)

  • It prevents ossification (patches expire)

  • It turns pain into signal (root-cause sentences)

  • It converts fear into design (patch reviews)

  • It makes simplification visible and rewarded

Most teams fail because they treat safeguards as safety.
In reality, safeguards are smoke—useful temporarily, dangerous permanently.



I. Adapting the Framework: Startups vs. Large Orgs

The pattern is the same in both.
The failure mode differs because incentives differ.

A. Startups: Speed Turns Patches Into Identity

The Startup Reality

  • Teams are small, overloaded, and heroic by default.

  • “Temporary” is the default state of everything.

  • Founders often are the patch.

  • Fixing root causes feels like slowing down.

Risk:
Patches become institutional muscle memory before anyone realizes it.

Startup-Optimized Version: “Patch Budget”

1. Impose a Hard Cap on Active Patches

Instead of formal reviews, use a numerical constraint:

Each team may have no more than 5 active patches.

Why it works:

  • Startups respond better to constraints than processes.

  • Forces prioritization without bureaucracy.

  • Makes hidden work visible fast.

When you hit the cap:

  • You must remove or automate one patch before adding another.

2. Founder-Owned Patch Review

Once per month (30 minutes, max):

  • Founder + tech/product lead review all patches.

  • No slides. No docs. Just answers to:

    • Why does this exist?

    • What breaks if we remove it?

    • What would make it disappear?

Founder involvement matters because:

  • Many patches exist to compensate for unclear founder decisions.

  • Only founders can remove certain ambiguities.

3. Convert Heroics Into Backlog Items

Every patch must map to one backlog item:

  • “Make dashboard trustworthy”

  • “Move decision point later”

  • “Auto-validate inputs”

If it doesn’t map cleanly, it’s probably masking strategy confusion.

4. Startup Success Signal

You’re scaling correctly if:

  • Headcount grows slower than patch count shrinks

  • Fewer Slack pings are needed to “make sure”

  • Onboarding gets easier, not harder

Startup Anti-Pattern to Kill Early

“We’ll clean this up after we raise.”

You won’t.
You’ll encode it into culture instead.

B. Large Orgs: Patches Become Political Infrastructure

The Enterprise Reality

  • Risk aversion is rewarded.

  • Patches justify headcount, meetings, and authority.

  • Removing work can threaten people’s perceived value.

  • Documentation becomes a shield.

Risk:
Patches turn into compliance theater.

Enterprise-Optimized Version: “Patch Ledger”

1. Create a Visible Patch Ledger

A simple internal register:

  • Patch name

  • Owning team

  • Date created

  • Root cause (one sentence)

  • Cost estimate (hours/month)

Visibility is the lever.
No one wants to own high-cost patches in public.

2. Tie Patch Reduction to Performance Metrics

Make it explicit:

  • Reducing manual controls = positive signal

  • Automating or eliminating patches = promotion credit

If incentives don’t change, behavior won’t.

3. Separate Risk Acceptance from Patch Creation

Create a formal option to say:

“We accept this risk.”

Most enterprise patches exist because:

  • No one is authorized to accept risk.

  • So everyone adds process instead.

Risk acceptance must be louder than patch creation.

4. Quarterly “Subtraction Reviews”

Not retros. Not postmortems.

Agenda:

  • What work can we stop doing?

  • What reports no one reads?

  • What checks duplicate system guarantees?

Success is measured in:

  • Meetings canceled

  • Docs deleted

  • Headcount freed

Enterprise Anti-Pattern to Avoid

“If we remove this, audit will ask questions.”

Then design for audit by default, not via humans playing middleware.

II. Translating This Into a Product / Engineering Lens

Now let’s ground this directly in product and engineering realities.

The Core Product Principle

Every manual workaround is a product bug.

Not a process problem.
Not a people problem.
A product failure.

A. Product Lens: Patches as Signal, Not Shame

Reframe Patches as UX Smells

Examples:

  • Sales keeps a spreadsheet → product lacks visibility

  • PMs double-check numbers → analytics aren’t trusted

  • Support copies data manually → workflow is broken

  • Engineers ask in Slack → system state is opaque

None of these are “user errors.”
They’re feedback.

Product Rule of Thumb

If a user:

  • Writes it down

  • Screenshots it

  • Rechecks it

  • Asks a human to confirm it

Then the product failed to earn trust.

Product Patch Lifecycle

  1. Patch appears (manual step)

  2. Patch is named

  3. Patch becomes a feature hypothesis

  4. Feature either:

    • Eliminates the patch

    • Makes it invisible

    • Proves it unnecessary

If it doesn’t graduate, it gets deleted.

B. Engineering Lens: Humans Are Not Middleware

The Engineering Truth

Engineers add patches when:

  • Systems are eventually consistent but humans need immediacy

  • Observability is weak

  • Ownership boundaries are fuzzy

  • Failure modes are unclear

Humans should not be compensating for:

  • Missing alerts

  • Unclear contracts

  • Fragile pipelines

Engineering Rule

If correctness depends on someone “remembering,” it’s a bug.

Patch → Engineering Mapping Examples

PatchReal Engineering Issue
Manual QA checklistMissing automated tests
Slack escalationNo alerting / SLOs
Double approvalUndefined ownership
Status meetingNo real-time system state
Growing docsSystem too implicit

Each patch should map to:

  • An invariant

  • An SLO

  • A test

  • Or a contract

C. Roadmaps That Shrink Work

Add This to Every Product Roadmap

A dedicated swimlane:

“Work We Remove”

Examples:

  • Eliminate 2 recurring meetings

  • Remove manual reconciliation

  • Kill one spreadsheet workflow

  • Replace Slack coordination with system events

This creates a visible tradeoff:

  • New features vs. less cognitive load

Mature teams optimize for calm, not speed.

The Unifying Mental Model

Startups accumulate patches because they move fast.
Enterprises accumulate patches because they fear mistakes.
Products accumulate patches because they lack trust.

The fix in all cases is the same:
Turn invisible labor into explicit design work—and then delete it.



Founder Memo: Enforcing Patch Discipline
Date: January 13, 2026

Team,

I want to address a pattern I’ve noticed that threatens our speed, clarity, and long-term scalability: temporary safeguards that never go away.

Spreadsheets, Slack threads, private notes, pre-meeting checklists, and extra manual monitoring all started as temporary measures—but over time they become permanent friction. They slow us down, introduce errors, and hide the root problems we need to fix.

From now on, we will treat every temporary fix as what it is: a patch. Patches are debt. Debt must be tracked, reviewed, and retired.

1. Every Patch Must Be Named

If you create a workaround—anything outside the system or process—label it as a patch.
Include:

  • What it is

  • Why it exists (one sentence root cause)

  • Owner

  • Date added

No patch is allowed to remain “invisible” or undocumented.

2. Every Patch Gets a Hard Review Date

Every patch expires in 30–60 days. At that review, the team must decide:

  • Eliminate → fix the root cause and delete the patch

  • Automate → turn it into system behavior or code

  • Accept → formally acknowledge the risk and remove the patch anyway

Patch reviews are mandatory and cannot be postponed.

3. Patch Limit Per Team

Each team may have a maximum of 5 active patches at a time.
If you want to add a new patch, you must first remove, automate, or retire an existing one.

4. Patches Are Product Signals

Every patch is a signal that something in our system, workflow, or product is broken. Treat it as design input, not heroism.

Ask yourself:

  • Could the system do this automatically?

  • Is there unclear ownership causing this patch?

  • Is this patch replacing a missing alert, check, or test?

5. Rewards Go to Subtraction

Our culture will celebrate teams who reduce patches, automate work, and simplify systems.

Adding more patches without root cause analysis, review, and expiration is now unacceptable. It creates invisible debt and slows the company down.

The Principle to Remember

If the system needs memory, the system is broken.

Our mission is to remove friction, not bury it. Everyone owns this discipline. I will personally review all patches every month with each team.

Let’s make our processes, product, and systems trustworthy enough that no one needs a patch.

  • [Founder Name]




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Monday, November 24, 2025

Hiten Shah And The Marketing Bottleneck


Marketing Is the New Bottleneck — And Why That Changes Everything

From Shipping Faster to Being Understood Better

In a widely shared Twitter thread, veteran SaaS founder Hiten Shah — known for building products like Crazy Egg, KISSmetrics, and Nira — delivers a stark diagnosis of the modern startup condition:
Marketing is now the primary bottleneck.

Not code. Not talent. Not infrastructure.

Marketing.

In an era where teams ship features weekly, deploy AI in days, and spin up entire products over a weekend, the real limiter is no longer what you build — but whether anyone notices, understands, or trusts it. Shah’s deceptively simple framing sparks a deeper realization: markets no longer reward speed alone. They reward coherence, clarity, and meaning.

We are not in a product economy anymore.
We are in a perception economy.

The Shift: From Velocity to Visibility

Traditional startup wisdom idolized velocity: ship fast, iterate faster, outbuild competitors. But Shah points out a cruel paradox of today’s environment:

You can improve your product every week and remain effectively invisible.

In saturated markets — especially SaaS, fintech, and AI — products blend into one another until differentiation becomes psychological rather than technical. Features become table stakes. Speed becomes noise. Customers scroll, click, bounce, and move on.

This is the age of the “next tab mentality” — where confusion equals abandonment.

If a user has to think too hard to understand what you do, you’ve already lost.

The Real Constraint: Translation, Not Creation

One of the thread’s sharpest insights is that teams are producing more than customers can mentally process. The bottleneck is not output — it is translation.

Companies speak in release notes.
Customers think in stories.

Engineering produces functionality.
Marketing must produce meaning.

In this gap lies the silent killer of growth: misunderstanding. When value is not clearly framed, risk feels higher. When risk feels high, users retreat. When users retreat, even the best product starves.

Narrative as a Growth Engine

Shah argues that narrative is not decoration — it is infrastructure.

A strong story functions like gravity:

  • It aligns channels.

  • It compounds effort.

  • It reduces friction.

  • It creates anticipation.

  • It builds emotional contracts.

Without narrative coherence, marketing becomes fragmented: ads pulling one way, website copy another, sales decks telling a third story. Instead of amplification, you get internal competition.

Narrative is not a slogan — it is a living mental model that evolves with your product.

Where the True Battlefield Is: The Customer’s Mind

Modern competition no longer takes place only in feature comparisons or pricing charts. It occurs in the invisible terrain of perception.

Who defines:

  • what the problem is?

  • how urgent it feels?

  • what success looks like?

  • which solution feels inevitable?

This is why Shah emphasizes strategic language as leverage. Words are not surface-level tactics; they shape expectation, interpretation, and desire. The companies that master this do not merely launch products — they pre-frame reality itself.

By the time the demo begins, the decision has already been rehearsed in the customer’s mind.

The Replies: A Chorus of Recognition

The 44 responses to the thread form a revealing echo chamber of modern startup experience.

1. Widespread Agreement

Most respondents echo the core message:

  • “This has always been the bottleneck.”

  • “Attention is the real currency.”

  • “Distribution is everything.”

Some suggest marketing isn't becoming the bottleneck — it simply revealed itself as such now that technology has become easy.

2. Lived Experience & Pain

Founders recount building superior products that still failed due to weak storytelling. Others point to beautiful prototypes that died quietly because no one knew how to frame them. A heartbreaking truth emerges:

A product can be brilliant and still irrelevant.

3. AI Complication

Many connect Shah’s insight to AI acceleration. When everyone can build faster, differentiation moves up the stack — to design, language, depth, and emotional resonance.

The app may write itself. But persuasion still requires humanity.

4. Humor as Coping

From jokes about “strangling the bottleneck” to claims that “products just got shy,” humor masks a deeper industry grief: the realization that engineering is no longer enough.

The Meta-Shift: From Effort to Interpretation

We are witnessing a profound transition:

Old Economy New Economy
Build more Explain better
Ship faster Be noticed clearly
Compete on features Compete on understanding
Effort rewarded Coherence rewarded

Markets are no longer impressed by what you make. They are moved by how you frame it.

Out-of-the-Box Lens: Marketing as Meaning Architecture

If product development is construction, marketing is architecture of belief.

It defines:

  • What your product symbolizes

  • What future it promises

  • Which identity the customer adopts by using it

The most powerful companies are not feature leaders. They are narrative monopolists:

  • Apple sells identity

  • Tesla sells destiny

  • Nike sells transcendence

  • OpenAI sells cognitive empowerment

Their advantage is not speed.
It is story gravity.

The Emerging Playbook

So what does this new bottleneck demand?

  1. Treat language as product.

  2. Invest in clarity before scaling channels.

  3. Build mental models, not just roadmaps.

  4. Reduce cognitive friction relentlessly.

  5. Create emotional contracts, not just value props.

  6. Train teams to think like translators, not explainers.

Final Thought: The Quiet Truth Behind Shah’s Insight

Marketing didn’t become the bottleneck because marketing got harder.

Marketing became the bottleneck because everything else became easier.

And in a world where anyone can build anything, the winners will be those who can make people feel something about it — quickly, clearly, and memorably.

The new arms race is not for better products.
It is for better understanding.

And the first company to master meaning wins the future.



The AI Bottleneck Shift: Why Marketing Is the New Magic Wand for Startups

In the fast-moving world of technology, revolutions rarely arrive politely. They cascade. They collide. They reorder entire ecosystems overnight.

We have just lived through one such moment: AI turned software creation from a gated engineering discipline into a near-democratized superpower. What once demanded elite coding talent, long development cycles, and venture-scale budgets can now be prototyped in days by solo founders armed with language models and no-code tools.

But every revolution creates its own choke point.

As the gates to building flew open, a new barrier quietly rose:
How do you get seen?

Welcome to the age where marketing, not manufacturing, is the primary constraint on startup success.

The First Wave: When Building Became Easy

Until recently, launching a tech startup required a small army: backend engineers, frontend designers, QA teams, DevOps specialists, and a mountain of capital. Speed was a luxury reserved for the well-funded.

Then AI arrived.

Large language models, code generation tools, and intelligent design platforms shattered this exclusivity. Today, a founder with a clear vision can spin up:

  • Functional MVPs in hours

  • Full-stack apps in days

  • Iterative releases weekly

Creation is no longer the rare skill. It is the default condition.

This has triggered an unprecedented explosion of products:

  • Thousands of micro-SaaS apps

  • Hyper-niche tools

  • AI wrappers

  • Solo-founder platforms

  • Rapid experiments flooding every digital corridor

We are living in the most creative startup era in human history.

And paradoxically, it is also the most invisible.

Abundance Creates Invisibility

When everything is available, nothing stands out.

The modern customer scrolls through an endless marketplace of apps that are “good enough,” “smart enough,” and “fast enough.” Feature superiority has become marginal. Design quality has normalized. Performance benchmarks converge.

The result?
Even genuinely exceptional products vanish into the scroll.

This is not a failure of innovation.
It is a failure of connection.

The Global Border Jam: Innovation Stuck in Transit

Picture a massive traffic jam at the US–Mexico or US–Canada border. Trucks filled with premium goods idle for miles, engines running, drivers waiting. The goods are valuable. The demand exists. But bureaucracy, bottlenecks, and breakdowns stall the flow.

This is today’s startup ecosystem.

Products are ready.
Users exist.
The path between them is clogged.

Founders speak in code. Customers think in narrative.
And the bridge between the two — marketing — is underpowered, misunderstood, and often under-resourced.

The result appears in every analytics dashboard:

  • High bounce rates

  • Poor conversion

  • Flat user growth

  • Good retention, but no awareness

  • Excellent app, no audience

Not because the product lacks quality —
But because it lacks clarity.

Marketing as Infrastructure, Not Ornamentation

We were taught to treat marketing as garnish. A final sprinkle after the “real work” was done.

That belief is now obsolete.

In the AI era, marketing is no longer peripheral. It is infrastructure. It is the system that:

  • Translates features into desire

  • Converts information into trust

  • Transforms tools into movements

  • Turns apps into identities

Marketing is not just promotion.
It is the architecture of meaning.

The Second Wave of AI: Supercharging Visibility

If AI democratized building, its next evolution will democratize visibility.

Just as code generation amplified developer productivity, AI is transforming marketing into an intelligent, adaptive system capable of:

  • Real-time audience segmentation

  • Emotionally adaptive messaging

  • Personalized storytelling at scale

  • Predictive content optimization

  • Automated campaign orchestration

  • Continuous learning from user feedback

This is not automation replacing creativity.
This is creativity operating at a new velocity.

Startups are already leveraging:

  • AI-crafted ad creatives that evolve based on performance

  • Predictive models that identify ideal customer personas

  • Dynamic messaging that adapts to mood, context, and behavior

  • Viral content engines tuned by engagement signals

Marketing is shifting from guesswork to orchestration.

The New Battlefield: Perception, Not Performance

In hyper-innovation environments, the battle is not for better features —
It is for mental real estate.

The real question is no longer:
“Is our product better?”

It is:
“Does the customer instantly understand why this matters?”

Meaning is the new moat.
Clarity is the new scale.
Narrative is the new growth engine.

The startups that win are those that:

  • Shape perception before the demo

  • Create emotional resonance before the signup

  • Define the problem before offering the solution

The product experience begins before the product is used.

The Rise of AI-First Marketing Startups

This environment has given birth to a new category of companies:
AI-powered marketing accelerators.

Imagine platforms that:

  • Handle audience discovery automatically

  • Generate high-converting copy and visuals

  • Track performance and self-optimize

  • Guide storytelling strategies

  • Learn your brand voice over time

Founders focus on building what matters.
AI handles the visibility battle.

Marketing is no longer a tax on growth.
It becomes the engine of growth.

Out-of-the-Box Insight: The New Startup Trinity

The modern startup no longer operates on:
Product → Launch → Hope

It operates on:
Product → Narrative → Momentum

In this new architecture, marketing sits between vision and victory. It is the translator between innovation and impact.

The startups that understand this will not just survive the AI flood —
They will command it.

Clearing the Jam: A New Mandate for Founders

The lesson is not to build less.
It is to be seen more intelligently.

Build boldly.
Market deliberately.
Narrate strategically.

In an era where everyone can create, only those who can communicate will dominate.

Final Thought

The first phase of AI empowered builders.
The second phase will empower storytellers.

And in the ultimate paradox of technology:
The most advanced systems will reward the most human skill of all —
The ability to make people care.

So the question is no longer:

Can you build it?

It is:
Can the world see it, understand it — and believe in it?

The future belongs to those who answer yes.



Hiten Shah’s Marketing Playbook: Two Decades of SaaS Wisdom for a Noisy, AI-Driven World

Hiten Shah is not a theorist of marketing. He is a practitioner forged in the gravitational pull of real startups — from Crazy Egg (behavior analytics pioneer) to KISSmetrics (customer intelligence) and Nira (secure file access for teams). Over more than two decades, he has watched marketing evolve from banner ads and newsletters to a complex discipline where psychology, data, storytelling, and product truth intersect.

Across thousands of posts, interviews, and threads shared on X (formerly Twitter), Shah has articulated a consistent philosophy:
Marketing is not persuasion. It is understanding made visible.

What follows is a synthesis of his most enduring and recent insights — framed for founders, marketers, and product builders navigating saturated SaaS markets and the accelerating AI economy.

1. Customer Obsession: The Only Strategy That Compounds

At the center of Shah’s worldview is a radical simplicity:
Great marketing begins and ends with the customer.

Not with tactics. Not with trends. Not with hacks.

Shah repeatedly criticizes what he calls the “marketing sh!t list” — a familiar collection of tactics (“we should do SEO,” “let’s try TikTok,” “maybe we need webinars”) disconnected from any real understanding of who the user is or what they care about.

Instead, he argues for what he calls maniacal customer obsession:

  • Know where your customers spend attention.

  • Understand their language, fears, and goals.

  • Track how they make decisions, not just what they click.

  • Study their world as if your survival depends on it — because it does.

This obsession transforms marketing from improvisation into engineering.

2. The Power of Niching Down: Riches Live Where Fear Lives

One of Shah’s most resonant themes is the counterintuitive advantage of narrowing focus.

Drawing from Alexandra Zatarain of Eight Sleep, he highlights a critical startup paradox:

  • Investors want massive markets.

  • Customers need precise identity.

Eight Sleep scaled by obsessing over a specific customer archetype — not “sleep enthusiasts” but a narrowly defined profile with specific lifestyle pain points. That clarity reoriented everything:

  • Website messaging

  • Ad creative

  • Onboarding flow

  • Email tone

  • Brand narrative

The result wasn’t limitation — it was precision.

Shah’s lesson: Broad positioning weakens resonance. Narrow positioning sharpens it.
You don’t lose opportunity by going narrow — you gain gravity.

3. Study Competitors Through the Customer’s Eyes

Most founders analyze competitors by scrolling feature lists.

Shah recommends something far more revealing:
Study what customers say and feel about competitors.

Reviews, complaints, testimonials, Reddit comments, support tickets — these are windows into unmet expectations and emotional gaps. Inside these gaps live positioning opportunities.

Differentiation, in Shah’s view, is not about building a superior general product.
It is about being superior for a specific perception.

4. Product-Market Fit: The Gravity Before Growth

If there is one obsession that rivals Shah’s customer focus, it is product/market fit (PMF).

He warns that most marketing advice, growth hacks, and optimization strategies are irrelevant without it. Scaling a product without PMF is like pouring fuel on fog.

Through his show Tradeoffs with Patrick Campbell and numerous threads, Shah emphasizes:

  • PMF is not a vibe. It is measurable resonance.

  • Growth without PMF creates vanity metrics, not durability.

  • PMF is iterative, not permanent — it evolves as markets do.

He stresses a principle few founders want to hear:
Clarity beats speed.

Your advantage isn’t moving faster — it’s understanding reality better.

5. Differentiation in Commoditized Markets: The Don Draper Principle

Shah frequently references a famous Mad Men scene where Don Draper reframes Lucky Strike's tobacco as “toasted,” transforming a mundane process into a symbolic advantage.

His point:
In commoditized markets, differentiation is narrative, not numerical.

Examples:

  • ConvertKit anchored itself to creators, not generic email marketing.

  • Beehiiv emphasized simplicity and newsletter-first identity.

  • Each created a psychological identity for belonging.

You can copy tactics. You cannot easily copy positioning.

Strategy decides who your product is for. Tactics merely follow.

6. Heatmaps and the Psychology of Attempts

Shah’s work at Crazy Egg gave him rare insight into the silent language of user behavior.

Traditional analytics track what users accomplish. Shah focuses on what they attempt.

Hesitations. Misclicks. Hover patterns. Repeated taps. Scroll pauses.

He argues that:

  • Destination metrics show outcomes.

  • Attempt metrics reveal friction.

With his recent launch of Instant Heatmaps, Shah distilled two decades of observation:

  • Visitors behave emotionally, not logically.

  • Pages function as conversations, not billboards.

  • UI confusion shows up as micro-gestures long before conversion drop-off.

Heatmaps reveal:

  • Where confidence forms

  • Where doubt creeps in

  • Where stories lose momentum

  • Where interfaces betray expectations

Writers think in paragraphs. Readers think in moments.
Heatmaps show the moments.

7. Marketing as a Value Multiplier, Not a Megaphone

For Shah, marketing is not a volume knob. It is a lens.

When done right, marketing doesn’t exaggerate value — it clarifies it.
When done poorly, it amplifies confusion.

In the AI age, where products are built in weeks and competitors emerge in days, Shah’s framework becomes even more relevant:

  • The bottleneck is not creation.

  • The bottleneck is connection.

  • The moat is not features.

  • The moat is understanding.

8. Out-of-the-Box Perspective: Marketing as Behavioral Engineering

Through Shah’s lens, marketing becomes something deeper than communication:
It becomes the architecture of decision-making.

It shapes:

  • How problems are perceived

  • Which solutions feel inevitable

  • What feels risky vs safe

  • What feels premium vs basic

  • What feels modern vs outdated

Marketing, in this view, is not manipulation. It is cognitive alignment.

Final Reflection: The Shah Doctrine

Across all platforms and years, Shah’s message remains remarkably consistent:

  • Obsess over the customer.

  • Seek clarity over cleverness.

  • Position with intention.

  • Observe behavior, not assumptions.

  • Achieve product/market fit before scale.

  • Treat marketing as engineering, not art alone.

In a startup world intoxicated by building power, Hiten Shah reminds us of a quieter truth:

The most valuable skill is not creating faster.
It is helping people understand why it matters.

And in that understanding, growth becomes inevitable.

In Shah’s World, the Real Competitive Advantage Is Simple:

Not a bigger budget.
Not a smarter algorithm.
Not a flashier launch.

But a deeper, truer connection between what you build and who needs it.



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Friday, February 04, 2011

How Steve Jobs Gets Things Done


I found this amazing article in a tweet by angel investor and entrepreneur Hiten Shah. I follow The Angel List on Twitter. Go read the full article.
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