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In the beginning, I tried to manage everything in-house, from setting up infrastructure, pushing code, handling QA and even responding to customer emails. I thought doing it all by myself would cost less, but it only burned time and was more expensive. I had to move faster, but also didn’t want to compromise product quality. That’s when I started rethinking how I built, not just the product, but the team and workflows around it.
One of my early wins was streamlining the infrastructure. Rather than overbuilding, I focused on lean DevOps and pay-as-you-go cloud resources.
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Key decisions:
Results: Infrastructure remained agile, costs dropped by 28%, and his dev team could push features weekly without firefighting.
I targeted remote-first SMBs with hybrid teams struggling with productivity tracking. My ICP (ideal customer profile) was clear:
I validated demand through user interviews and early LinkedIn cold outreach.
Insight: Many such companies now source on-demand dev talent through Tech Marketplace to augment product builds while keeping team size lean.
I quickly realized I couldn’t do it all. The constant context switching was unsustainable. Here's how I recovered focus:
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This shift gave me back 12+ hours per week. I reallocated that time to customer discovery and roadmap refinement.
Alex’s go-to-market approach leaned heavily on content-led growth, side projects, and founder-led sales.
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Through this, I booked 15 demo calls in 4 weeks and signed 4 pilot users—all before exhausting my runway.
I used this lean allocation model:
Tip: Tools like WorkWall let founders like me post exact tasks or features, matching them with vetted tech contractors. You only pay for scoped work—perfect for unpredictable startup budgets.
I didn’t just build a product—he built resilience into his company. By being ruthless with focus, leveraging automation, and outsourcing smartly, I hit PMF and still slept 7 hours a night.
Key Takeaways:
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