This guide begins the moment you think:
“This could be a business.”
Your job is not to prove the idea is good.
Your job is to discover what is true before you spend months building.
The basic sequence is:
- Write the idea clearly.
- Identify what must be true.
- Speak to real people.
- Look for behavior, not compliments.
- Make a small paid offer.
- Let reality answer.
Rule 1: Do Not Hide Inside Building
Building feels productive because it is private and controllable.
You can spend weeks:
- making a website;
- recording a course;
- designing an app;
- choosing a name;
- creating a logo;
- or researching tools.
None of those things proves that anyone has the problem, wants your solution, or will pay.
Before speaking to at least five potential customers:
Spend no more than two hours building anything.
Use those two hours only for something that helps you test:
- a short description;
- a rough mock-up;
- a booking link;
- or a simple page.
Your first product is not the product.
Your first product is evidence.
Day 1: Write the Idea
Complete this sentence:
I believe [specific people] struggle with [specific problem], and I may be able to help them achieve [specific result] through [possible solution].
Example:
I believe Portuguese-speaking software engineers preparing for international interviews are sometimes misunderstood because of predictable pronunciation patterns, and I may be able to help them communicate more clearly through an assessment and focused practice.
Do not worry about perfect wording.
You need something clear enough to discuss. See: How to create a good opportunity hypothesis
Day 1: List the Assumptions
Write ten sentences beginning with:
“This idea works only if…”
Examples:
- The problem happens often enough to matter.
- The audience recognizes the problem.
- I can reach these people.
- They trust someone like me.
- My method can produce a useful result.
- At least some people will pay.
- I can deliver it profitably.
Circle the three assumptions that are:
- most important; and
- least certain.
Test those first.
Do not test the logo while demand remains unknown.
Day 2: Find 20 People
Start with the most relevant people you can reach easily.
They may be:
- friends or acquaintances;
- former colleagues;
- followers;
- community members;
- customers from another project;
- friends of friends;
- or people publicly discussing the problem.
Easy access does not mean they must become your final market.
It removes the excuse not to begin.
Create a simple list:
| Person | Why relevant | Contacted | Replied | Spoke |
|---|
Day 2: Send the Message
Someone you know
Hey — I’m exploring a possible way to help [type of person] with [problem]. You came to mind because [reason]. I’m trying to understand how this works in real life before I build anything. Could I ask you a few questions for ten minutes? I’m not trying to sell you anything.
Someone you do not know well
Hi [name]. I saw that you [relevant detail]. I’m researching how [specific group] currently deal with [problem]. I’m speaking to people with direct experience before deciding whether an idea is worth pursuing. Would you be open to a ten-minute call? This is research, not a sales pitch.
Send at least ten messages.
Some people will ignore you.
Some will agree and disappear.
This is normal.
Do not turn one unanswered message into a conclusion about the market or yourself.
Days 3–4: Have Five Conversations
Your early conversations may feel awkward.
You may speak too quickly, forget questions, become overexcited, or accidentally pitch.
That is not failure.
Conversation is a skill. The only way to improve it is to have conversations.
Before each call, remind yourself:
I do not need this person to like my idea. I need them to tell me the truth.
Keep the person comfortable
- Speak slightly more slowly than usual.
- Ask one question at a time.
- Do not interrupt.
- Allow silence.
- Keep your shoulders relaxed.
- Do not react dramatically when they agree or disagree.
- Let them speak at least 70% of the time.
Excitement can make you look tense or desperate for approval.
Turn excitement into curiosity.
Instead of:
“Yes! That proves exactly what I thought!”
Say:
“That sounds important. Can you tell me about the last time it happened?”
The 10-Minute Interview
1. Set the frame
Thanks for helping. I have a rough idea, but I am not trying to convince you of it. I want to understand what actually happens for you.
2. Ask about a real event
- When did this problem last happen?
- What happened?
- What did you do?
- What was frustrating?
- What did it cost in time, money, stress, risk, or missed opportunity?
3. Ask about current behavior
- What have you already tried?
- Have you paid for anything?
- Why did the current solution not fully work?
- How urgent is this now?
4. Ask about the desired result
- What would a good outcome look like?
- Why would that matter?
- What would make a solution credible?
- What would stop you from trying one?
5. Briefly test the direction
Only after understanding the problem:
I am considering a small version where [one-sentence description]. What is your immediate reaction?
Then ask:
- What seems useful?
- What seems unnecessary?
- What would prevent you from using it?
Do not defend the idea.
6. Ask for another person
Who else do you know who has experienced this recently?
Ask Better Questions
Weak:
“Do you like the idea?”
Stronger:
“When did you last experience the problem?”
Weak:
“Would you pay for this?”
Stronger:
“What have you already spent time or money trying to solve?”
Weak:
“Would an app help?”
Stronger:
“How do you handle it now, and what is missing?”
Weak:
“Is €500 too expensive?”
Stronger:
“What result would make solving this worth €500?”
Ask about reality, not imaginary future behavior.
Day 5: Review the Evidence
After each conversation, record:
- the last real occurrence;
- the current workaround;
- the cost of the problem;
- urgency;
- exact phrases;
- existing spending;
- objections;
- and desired result.
Separate politeness from evidence.
Weak evidence
- “That sounds cool.”
- “I am sure people would buy.”
- “You should do it.”
- “I might use that.”
Stronger evidence
- They describe the problem without prompting.
- They have already searched or paid for help.
- They introduce you to someone else.
- They ask when the test is available.
- They agree to try it.
- They pay.
After five conversations, ask:
- Which problem repeated?
- Which group cared most?
- What created urgency?
- What are people doing now?
- Which assumption was wrong?
- Did a narrower opportunity appear?
Update the idea.
Day 6: Create the Smallest Paid Test
Do not build the full product.
Create the smallest honest offer that can produce a real result.
Complete this:
For:
[Specific person]
Problem:
[Specific situation]
Result:
[What changes]
Format:
[Call, assessment, report, workshop, manual service]
Time:
[How long it takes]
Price:
[A real price]
Next step:
[Buy, apply, book, or deposit]
Example:
A 60-minute pronunciation assessment for Portuguese-speaking software engineers, followed by a personalized recording identifying the five patterns most likely to cause misunderstandings and a seven-day practice plan.
Free tests can show interest or usage.
They do not prove willingness to pay.
A pilot may be cheaper because the process is new, but it should still require a real decision.
Day 7: Make the Offer
Do not wait for people to volunteer.
Offer it clearly to suitable people.
Based on what you described, I have created a small pilot for [problem]. It includes [main elements], aims to produce [result], and costs [price]. I thought of you because you mentioned [their situation]. Would you like the details?
If they say no:
Completely fine. For my learning, was the main issue timing, price, trust, format, urgency, or something else?
Do not argue.
A respectful no is information.
Decide
Continue
Continue when:
- the problem repeats;
- the consequences matter;
- you can reach the audience;
- people pay;
- and you can create the result.
Adjust
Adjust when the problem exists but the audience, message, channel, format, trust, or price appears wrong.
Change one major variable and test again.
Stop
Stop when people do not care enough, cannot be reached economically, will not pay after fair tests, or you cannot create the result.
Stopping after testing is not failure.
It is learning.
The Final Checklist
- I wrote the idea as a hypothesis.
- I listed what must be true.
- I identified the three dangerous assumptions.
- I listed twenty relevant people.
- I sent at least ten messages.
- I completed five conversations.
- I asked about real past behavior.
- I recorded evidence against the idea.
- I found a repeated problem or pattern.
- I created a small paid test.
- I made direct offers.
- I let behavior—not compliments—guide the next decision.
Do not hide inside building. Speak to people, make the offer, and let reality answer.