Inegben Stanley’s Post

I was not supposed to think like this But sometimes, circumstances make me think that : - I’m not good enough to make things better - without any strong connection I cannot do anything - I have to be perfect to start something new So I decided to take the decision 5 years ago to become a software engineer, I helped over +20 enterprises to get ✅Websites ✅Mobile application But after that I decided to create my own system that was to start creating Software as Services ( SaaS) I launched my own product but, it failed why ? A lack of good strategy on client acquisition That bring me after 3 failures with the same problem, I thought it was the time for me to start a new adventure and Now I’m helping more entrepreneurs to attract clients like crazy You asked how ? By using a marketing strategy to generate leads, qualify them and turn them into customers. What you can learn ? Failure is not failure until you accept it.

Saying YES can cost you millions. Here’s why saying NO drives revenue. I consulted with a health tech startup that said YES to everything. - YES to custom client requests. - YES to every feature suggestion. - YES to all the noise. The result? - Missed product deadlines. - Burned-out engineers. - A roadmap to nowhere. Here’s what we did instead: 1. Said NO to unaligned requests—refocused on their core product. 2. Said NO to the wrong clients—prioritized those who scaled with them. 3. Said NO to distractions—streamlined their development process. The results? 1. A faster, focused team. 2. A product launch that hit record adoption. 3. 30% revenue growth in under a year. Saying NO isn’t about closing doors. It’s about clearing the way to scale. PS. What should you be saying NO to instead of YES?

You hit Product-Market Fit (PMF)? Great. But here's the thing, PMF isn't something you check off and forget about. If you're only focusing on today’s feedback and data, you're already falling behind. This is where 'Anticipatory Empathy' comes in. Instead of waiting for users to tell you what they need, you predict what’s coming. You anticipate the challenges your users will face, not just the ones they’re dealing with now. Why does this matter? → You’ll know the pain points before they show up. → Your product grows with your users as they evolve. → You won’t get left behind as the market shifts. → You avoid the trap of becoming irrelevant. → And yes, you stay ahead of competitors. Here’s how you can start practicing it: 💥Ask about the future Don’t just focus on current pain points—ask your customers where they want to be in a year. Their future goals help you build what they’ll need next. 💥Spot patterns in behavior Look at how users interact with your product. For instance, if you notice that users are frequently combining multiple features of your product in unexpected ways, it could indicate that they’re working around a missing feature. 💥Map their journey ahead Think beyond today’s needs. Ask yourself, “What will our users need when they grow or scale?” Imagine what happens to them 6 months or a year after purchase. This helps you stay a step ahead. 💥Look outside your industry See how other industries are solving problems. You might find trends or ideas that could apply to your market before anyone else catches on. 💥Plan for ‘what ifs’ Run scenarios internally, imagining how changes in your users’ world will affect them. This lets you prepare solutions before the need arises. 💥Test future ideas early Build prototypes for features you think customers will need soon. Test them now so when the need arises, you’re ready to go. Let’s take Slack as an example. The founders saw the rise of remote and distributed teams before it was mainstream, and built a platform that could adapt to future needs. That foresight allowed them to achieve PMF not just for their initial users but for an emerging market as well. They stayed ahead. So can you

Here's what I've learned passing $1M ARR with Find Your Grind! 🚀 This journey has been about so much more than numbers—it’s been a masterclass in resilience, adaptability, and staying true to our mission of empowering students to discover their future. Lessons learned along the way: Focus matters: Building a product that truly solves a need changes everything. We got here by hundreds and hundreds of hours of actual user testing with our customers and learning about pain points and where things were working or not working. Setting up a K12 advisory board was a huge one for us this last year as well to learn from educators in the industry. Finding the right customer: Placing an emphasis on the right sale upfront has been a learning curve that we've started to figure out, which has led to high retention and renewals and less churn, which in tern gives us higher engagement and buy-in. People are the key: Every person at our company plays a massive role in the success of our business. The right people and the right culture are the keys to longevity. Product Innovation Should Never Stop: Never stop innovating and progressing your product forward. If innovation stops, there will always be another company or idea that will come into the market that is better. To our team, partners, and supporters—thank you for believing in the vision. Here’s to scaling impact and continuing to grow together in 2025! 💡✨ #FindYourGrind #1MARR #EdTech #LessonsLearned"

Losing today, can mean winning tomorrow! 6 months ago I responded to a call for feedback, giving a blunt (but critical) answer to why I wouldn't use a mate's tool. Later pitching a product-discovery sprint to help close value gaps... which somehow turned into an intrim CEO role that to be totally transparent with you, I feel under-qualified for. Revenue was flat lining and founder hype running on dry. It's fair to say it was a full blown crisis mode. Luckily, Mike/James have an intimate respect for first-principles research. Here's what we did: –> Agree revenue wasn't the target. We knew the biz needed to change and trying to sell more of the same, wouldn't get us to where we needed to be. –> Ran discovery on the creator segment for opportunities. Turns out creators care about $$$ or audience clarity. –> Ran discovery on consumer. Turns too few marketers are willing and able to embrace code. So one of our key differentiator (templates that legit give you an edge) is only understood by a select few willing to actually test them. –> Workshops with founders to dig into the research and find common interests. Our research had bubbled up some meta insights about how the world works. Where the world is going. We pulled some strings and landed on an aligned focus, enough to point the discovery engine once more. (this step was delicate) –> 10 calls later and G2 reviews insights in hand, we had a map of how a select group work, and where they're experiencing pain. A problem that was solvable with our idea for the future of learning. This helped us build a prototype to showcase how L&D folk could create cheat proof simulations for certification. –> We're now looking to narrow our early design partners, speaking with a L&D certification owners, where chosen ones will get to pull out of us the tool they are currently only dreaming about. What a ride. From "this business is going know-where" to waking up each morning knowing we're helping level up humans! Existential pivots and getting everyone aligned behind a real market opportunity is no easy ask. But if you're willing to slow down enough to run the discovery well, it is possible to reinvent the company and keep your team alive. If you just so happen to be an L&D operator and want to see a glimpse into the future of certification and skill assessment.... Or... ...if you're a founder in existential pivot mode... Or... ... a PM looking to mine online reviews for unmet needs... Feel free to DM me. Happy to chat.

Start small & upgrade later - is a huge insight. Until last 72 hours, GrowthX was a single price point product - here's what's happened since to our growth👇 Important context in life. GrowthX is a membership club that has. - A 4-Week LIVE Growth Program - Total 8+ specialized growth programs - Weekly sessions with CMOs, CPOs - An online Slack community - Unlimited in-person events - Interview prep modules - Dedicated founder circle - Benefits from top brands - And there's more. Do you see the problem? There are a ton of features. 21 total products, to be specific. Before a new user exploring GrowthX could become a member, they were required to be sold on all 21 products—this took, on average, 3 months. But it only takes a day for a new user to go from exploring to enrolling in the 4-Week Growth Program. Over 3,600+ members have done it, and most new users come through pure word of mouth (thanks to a 76 NPS). Hence, we introduced customization. The full membership costs ₹79,900. Now the 4-week program costs ₹39,900. plus, we added the 3 key features to it. - The online community. - Weekly learning with CMOs & CPOs. - In-person events pan India. That was 72 hours back. 1,200+ people have applied to it since. 30 will get accepted today at 3 PM. Solving new user product un-bundling? Here's one way to think about it. - Speak to users: and ask those hard questions - Understand their "time to understand the value" - Figure out the products they want to start with - Make it easy for them to start on 1 product - Allow them to upgrade when they need to Solving monetization problems? We cover this in depth inside the same 4-Week Growth Program I was talking about. See what we cover (detailed curriculum) by clicking on the "Visit my website" button below my profile name. Cheers!

People often ask why we chose a $1 trial for Peek instead of the typical free trial. Here’s the thinking behind it, despite it sparking some mixed opinions 👇 When launching a new product, especially in beta, the conventional approach is to do a free trial. However, we decided to do things differently...as we do many other things at Peek (i.e., having our founders pay for their own subscriptions). We decided to have a $1 trial period to weed out customers that weren't serious, and ensure that the feedback we gathered was from people who were genuinely interested in what we're building. Many people will casually sign up for a beta if it's free, even if they are not the target customer, and provide feedback thinking it might be helpful for the team. But we wanted to ensure that the feedback shaping our product decisions came from more meaningful insights—insights from genuine customers who are truly invested in Peek. This approach helps us avoid wasting valuable engineering resources on input from users who may not be fully committed. Of course, this approach wasn’t without its critics. However, it has proven effective so far for us, allowing us to focus on building the right features and achieving a nearly 30% conversion rate from trial to paid subscriptions. Curious to hear other people's thoughts - should trials always be free or are there cases where having a fee makes sense?

Do you ever wonder what happens when the path you’ve spent years building suddenly no longer feels like yours? As Kipling said, “If you can make one heap of all your winnings and risk it on one turn of pitch-and-toss… and lose, and start again at your beginnings, and never breathe a word about your loss…” After + 18 years in Corporate. I took a step back. Reflected. Traveled. And started building again —this time with my bare hands, trillions of knowledge and hopefully a fresh vision. I’m quietly working on something new—AI tools platform designed for students, SaaS as real state, creative branding solutions and Growth and Elevate hacks—all designed to help others rebuild and thrive. Because I know others also find themselves re-building with their bare hands, my mission is to help. Big things are coming. 💡

🤯 Saturday reflection for CS teams as Q3 wraps up: If you’re solely obsessed with hitting your EOY targets, you’ve got it all wrong! I challenge you: start by defining your customers’ outcomes — what do they really want to achieve? Then, align your offer to help them get there. 💡 TIP: Ensure your inputs and efforts lead to measurable outputs that create real value. ------------------------------------------------------------------------ Enjoying this content? I write weekly Insights & Analogies on Customer Success, Startups and daily life. Help me spread the word rockstar 🤘! ♻ 👍 📢

𝐖𝐞'𝐯𝐞 𝐛𝐞𝐞𝐧 𝐰𝐨𝐫𝐤𝐢𝐧𝐠 𝐨𝐧 𝐨𝐮𝐫 𝐒𝐚𝐚𝐒 𝐓𝐡𝐮𝐦𝐛𝐁𝐞𝐚𝐫 𝐟𝐨𝐫 𝟐 𝐦𝐨𝐧𝐭𝐡𝐬 𝐧𝐨𝐰… And our MVP still isn't ready. So we have nothing to sell. (Actually, we've just released a beta of our MVP... but it still doesn't do what we want it to do: create a YouTube thumbnail). 𝐀 𝐟𝐞𝐰 𝐦𝐨𝐧𝐭𝐡𝐬 𝐚𝐠𝐨 𝐈 𝐰𝐨𝐮𝐥𝐝 𝐡𝐚𝐯𝐞 𝐭𝐨𝐥𝐝 𝐮𝐬, 𝐚𝐬 𝐚𝐥𝐥 𝐒𝐚𝐚𝐒 𝐜𝐨𝐚𝐜𝐡𝐞𝐬 𝐬𝐚𝐲: “You're too slow to develop your MVP. Do it in 1 week and sell.” 𝐁𝐮𝐭 𝐈 𝐫𝐞𝐚𝐥𝐢𝐳𝐞𝐝 𝐨𝐧𝐞 𝐭𝐡𝐢𝐧𝐠 𝐚𝐟𝐭𝐞𝐫 𝐭𝐡𝐞 𝐟𝐚𝐢𝐥𝐮𝐫𝐞 𝐨𝐟 𝟐 𝐒𝐚𝐚𝐒 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬: In 90% of cases, when you develop a MVP in 1 week… You develop a product that anyone could recreate in 1 week. And that no doubt anyone has already created before you. 𝐓𝐡𝐞 𝐞𝐚𝐬𝐢𝐞𝐫 𝐚𝐧𝐝 𝐟𝐚𝐬𝐭𝐞𝐫 𝐚 𝐒𝐚𝐚𝐒 𝐢𝐬 𝐭𝐨 𝐝𝐞𝐯𝐞𝐥𝐨𝐩, 𝐭𝐡𝐞 𝐥𝐨𝐰𝐞𝐫 𝐭𝐡𝐞 𝐛𝐚𝐫𝐫𝐢𝐞𝐫𝐬 𝐭𝐨 𝐞𝐧𝐭𝐫𝐲… And therefore the more competitors there are. And the harder it is to sell. 𝐓𝐡𝐢𝐬 𝐢𝐬 𝐰𝐡𝐲 𝐝𝐞𝐯𝐞𝐥𝐨𝐩𝐢𝐧𝐠 “𝐦𝐨𝐫𝐞 𝐝𝐢𝐟𝐟𝐢𝐜𝐮𝐥𝐭” 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬 𝐜𝐚𝐧 𝐛𝐞 𝐛𝐞𝐧𝐞𝐟𝐢𝐜𝐢𝐚𝐥: Yes, it's risky, because you may end up working for several weeks on an MVP that nobody is interested in… But at the same time, it's the best way to get out of the red ocean of SaaS, by doing what nobody else dares to do - precisely because it's too time-consuming and difficult to create. 𝐈𝐧 𝐬𝐡𝐨𝐫𝐭, 𝐲𝐨𝐮 𝐰𝐚𝐧𝐭 𝐭𝐨 𝐟𝐢𝐧𝐝 𝐲𝐨𝐮𝐫 𝐛𝐥𝐮𝐞 𝐨𝐜𝐞𝐚𝐧 𝐢𝐧 𝐭𝐡𝐞 𝐰𝐨𝐫𝐥𝐝 𝐨𝐟 𝐒𝐚𝐚𝐒? Choose to dedicate yourself to challenging, difficult projects.