Founder/CEO @ LEANSTACK | Bestselling author and founder

I have bootstrapped several products to millions of users and worked with thousands of early-stage entrepreneurs worldwide - helping them systematically find repeatable and scalable business models using my battle-tested playbooks. 

Instead of:
-Spending several months building a product you hope people will buy.

Imagine a world where you:
- Spend several weeks defining a product you know people will buy.

For aspiring or early-stage founders:

If you’re looking to bootstart your idea, consider joining my 30-day Business Model Design Challenge below: 

You'll learn how to:
- Find or test a big idea worth pursuing,
- Design a business model blueprint,
- Stress-test your idea before investing time, money, and effort. 

Join the next Business Model Design Challenge:
https://runlean.ly/challenge

Ash Maurya

There are three core jobs of a business model. 

1. CREATE VALUE
You create value with your Unique Value Proposition (UVP). To craft a compelling UVP, you need to deeply understand your Customer Segments and their Problem(s).

2. DELIVER VALUE
You deliver value through your Solution and Channels.

3. CAPTURE VALUE
Value capture (getting paid) lies at the intersection of your Cost Structure and Revenue Streams.

The Lean Canvas also helps you describe two more essential jobs:

4. MEASURE VALUE
You measure the output of these three jobs using your Key Metrics.

5. DEFEND VALUE
You deter copycats and competitors using your Unfair Advantage.

Lean Canvas = Business Model Story

I build systematic frameworks for early-stage founders. Author and creator of Lean Canvas.

Your product is NOT "the product" of your startup.
Your business model is THE PRODUCT.

Too many founders obsess over features while ignoring:
→ Customer segments
→ Problems
→ Revenue streams  
→ Distribution channels
→ Cost structure
→ Key metrics

Building the best solution means nothing if the other pieces in the puzzle don't fit.

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In 2006, I had 6 months of runway left. Everyone told me to raise money immediately.

Instead, I did the opposite.

My mentor asked one question: 'Would you rather spend 6 months pitching to investors or pitching to customers?'

I picked customers. Six months later, we were profitable. Never raised that round.

The counterintuitive truth: When you're running out of money, don't chase investors. Chase customers.

Every founder thinks they need funding to get customers. It's backwards. Customers fund your business. Investors fund your story.

Which would you rather have?

Most founders pitch their solution the same way to everyone.

Big mistake.

Investors care about market size and traction.
Customers care about their problems and outcomes.
Advisors care about learning from their experience.

Your solution stays the same. Your story must change.

Good entrepreneurship isn't about changing worldviews—it's about framing your business model in terms of your audience's existing worldview.

Are you telling the right story to the right audience?

Simple models help us understand the complex. 

Before investing in any company, Warren Buffett and Charlie Munger use a latticework of mental models to evaluate the company. 

If it passes their tests, they move all in. Otherwise, they do nothing and wait.

Evaluating early-stage ideas is no different.

I have settled on 3 universal (product-agnostic) mental models that I use to
- baseline progress,
- prioritize risks, and
- formulate a “right action, right time” next step.

Here they are: 

1. Lean Canvas: Deconstruct an idea using 12 basic building blocks.

2. Customer Factory: Chart key milestones using 5 customer-centric metrics.  

3. Customer Forces: Understand customer behavior using 4 causal forces. 

BELIEFS + METRICS + INSIGHTS = BUSINESS MODEL STORY

Most founders think a great offer is about discounts and bonuses.

But the most powerful offers tell a story that makes saying no feel irrational.

I call this a "Mafia Offer" 

Here's a 4-Act structure:

Act 1: Identify an undeniable market shift (external to your product)
Act 2: Show why their current solution can't bridge the gap
Act 3: Demonstrate your different approach (transformation, not features)
Act 4: Present pricing as natural extension of the story

After rebuilding my pitch this way, I no longer get butterflies in my stomach when I reach the pricing conversation. 

Customers don't buy products. They buy a promise of something different AND better.

Are you pitching features or selling a customer story?

The hill climbing problem in startups:

Rushing to pick your first customer segment is like getting trapped on a local peak - you find success, but miss the mountain next door.

Start by brainstorming ALL possible customers. Test multiple segments in parallel.

Your odds of finding the best market increase dramatically.

I gave AI complete control of my product launch.
Not just "helping with copy" or "writing some emails."

Full control. Landing pages. Customer segmentation. Multi-variant email campaigns. Sales tracking automation.

The result? 209 paid customers in 40 days. Before the product was finished.

But here's the plot twist that surprised me:

The AI didn't win because it was smarter than me.
It won because it helped me focus on what I do best, while it took care of the rest. 

Full video here: https://lnkd.in/gruip9bq

Open video: AI Ran My Product Launch (Crazy Results) on youtu.be

Most startups defer pricing because their MVP feels "too minimal" to charge for.

This is backwards thinking.

Price is part of your product. It shapes customer perception and defines your market position.

If you intend to charge eventually, charge from day one. Getting paid is your first real validation - not downloads or signups.

The biggest mistake in customer interviews? Leading with your pitch.

When you pitch first:
• Customers pretend to agree
• You do most of the talking
• You hear what you want to hear

Instead, frame it as learning:
• Set context, then let them talk
• Ask how they solve the problem today
• Seek their advice, not their approval

People love helping. They hate being sold to.

Get the frame right and customer interviews become easy.

Most founders think they need to quit their day job to validate a startup idea.

This is backwards.

With the right approach, you can achieve problem-solution fit in 90 days working just 10-15 hours per week. Only then does going full-time make sense.

The myth of "take a leap of faith" has burned more founders than market crashes ever will.

What if the biggest risk isn't your idea failing, but you never properly testing it?

If you can't convert a warm prospect in a 20-minute face-to-face interview, it will be much harder to convert a visitor in under 8 seconds on your landing page.

Yet most founders skip this step entirely.

They build their MVP, launch a website, deploy AI agents, and then wonder why their conversion rates are terrible.

Worse, they don't know why.

Test your messaging, pricing, and user flow with 10 early adopters first. 

If you can't sell them, you won't fare any better with strangers.

The harsh feedback you get face-to-face will save you months of poor online performance.

Don't rush outside the building without first stress-testing your idea.
Stress testing is NOT customer testing, BUT business model testing.

2025 was the year of vibe coding.
Developers typed vibes into Cursor. AI wrote the code. Products shipped in hours.

But here's what nobody's talking about: AI just made the biggest startup mistake easier than ever.

The (Faster) Build Trap.

And it's creating thousands of zombie startups—built in days, dead in weeks (which I guess is still better than dead in months)

---

A founder I know spent 3 weeks building a B2B scheduling tool with Cursor. Beautiful interface. Clean code. Zero customers.

"AI made building so fast," he told me. "Why waste time on validation?"

Sound familiar?

Before AI, building took months. So we validated first. We had to.

Now building takes days. So we think we can skip validation. 

That's the trap.

---

But here's the plot twist:

The same AI creating this problem is also the solution.

Traditional lean startup? Plan-Do-Check-Act took 6 weeks per cycle. You'd run maybe 8-10 cycles per year if you were disciplined.

Most founders ran 2-3 cycles, got impatient, and just started building.

Why? Validation felt slower than building.

2026 changes the math completely.

---

AI collapses the PDCA cycle from 6 weeks to 6 hours:

• Plan experiments: 2 hours (not 2 weeks)
• Build tests: 2 hours (not 2 weeks)  
• Analyze results: 1 hour (not 1 week)
• Decide next steps: 1 hour (not 1 week)

You can now run 50+ validation cycles in the time it used to take to run 5.

That's not incremental improvement. That's a different game.

I'm calling these Vibe Startups—companies that use AI to not just build fast, but validate as fast as they build (before and after).

---

Speed isn't the competitive advantage anymore. Everyone has speed.

Systematic validation at the speed of your thinking is the new moat.

---

Watch the full breakdown of how Vibe Startups work and why the 75-year old PDCA loop just became a lot more relevant (again):

https://lnkd.in/gXWHQpMn

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youtube.com

The New Way Startups Will Be Built in 2026

Joseph Bunga

Everyone tells you to start with a free plan and worry about revenue later.

That's exactly what's killing most startups.

Even MailChimp spent years as premium-only before introducing its famous free tier.

The problem with freemium-first:
• You give away too much (like an artist wanting appreciation)
• Low conversions drown you in non-actionable data
• Free users give bad advice about hypothetical features

The premium-first approach:
1. Charge from day one - pricing is your riskiest assumption
2. Launch with one plan for one customer segment
3. Target early adopters (they're not price sensitive)
4. Use trials or guarantees instead of free plans
5. Add freemium later as a marketing tactic

When I 10x'd my prices and repositioned from B2C to B2B, conversions went UP and I doubled paying customers.

Premium is a marketing tactic, not a business model.

Are you building for users who might buy or customers who do buy?

Most founders start backward.

They get hit with an idea and try to estimate how big it can get. But if you had three ideas to work on, wouldn't you always start with your most promising one?

Instead of starting with an idea, start with a goal.

Define your minimum success criteria: the smallest outcome you'd need in 3 years to call it a success. Then stress test your business model against that criteria.

If your model can't deliver your minimum bar, fix it before investing time and money.

What's your minimum success criteria?

The biggest startup myth? You need a "perfect idea" to begin.

I've seen countless founders wait years for that breakthrough moment that never comes. Meanwhile, successful entrepreneurs use a completely different approach.

In this video, I reveal the "Innovator's Gift" framework—a systematic way to find viable startup ideas hiding in plain sight.

Watch: https://lnkd.in/gts9nruM

Know if your idea will work -- in 90 days, not 9 months.
100X Founder registration closes tonight.

Stop chasing fictional 5-year forecasts.

Most founders waste time inventing big goals or pulling out Excel wizardry when pitching investors. Even Mark Zuckerberg didn't think Facebook would be a billion-dollar company.

Instead, define your Minimum Success Criteria: the smallest outcome that makes 3 years of your life worth it.

Pick your game:
→ Level 1: $100K/year (solopreneur)
→ Level 2: $1M/year (small team)
→ Level 3: $10M/year (VC-backable)
→ Level 4: $100M/year (unicorn)

There's no right answer. But you must pick a game to play it well.

What game are you actually playing?

Full Digitalized Chief Strategy Officer (FDO CSO) | First cohort within “Coca-Cola Founders” - the 1st Corporate Venture funds in the world operated at global scale.

With over 19 years of experience managing business-critical projects, leading teams, and delivering measurable results, I am confident in my abilities to provide a level of expertise that is hard to come by. I take pride in my capability to comprehend the business landscape and the mindset of traditional trade wholesalers and retailers in Southeast Asia. 

My record of success in sales and marketing speaks for itself, and I excel at building and maintaining long-lasting relationships with customers.

I am passionate about developing and implementing innovative and digital projects, specifically focusing on creating a "machine" that can sell products faster than myself. 

With my extensive background in:

1. Entrepreneurship
2. New business development
3. Operations management
4. Management consulting 
5. Business Analysis 
6. E-commerce 

I am confident that I can achieve that goal. 

In the short future, I aim to be an expert in Net Zeo and DMDRs (Derivatives Market Disclosure Rules) to lead my fellows to the far end.

__________________

"As COO, Duy was primarily responsible for scaling the company and reaching over $100M in sales within the first year. As a leader, it was inspiring to work with Duy and do something that had never been done before. I'd recommend Duy to anyone I know."

 - David Butler - ex-VP, Global Design and Innovation at the Coca-Cola Company.

Duy 💯 Nguyen

I am honored to be COO of $100M in Sales in 1st year.

It's a significant milestone in my professional career.

David Butler, ex-VP Global at The Coca-Cola Company, gave me an incredible recommendation on Linkedin.

Thank you, all of my fellows on the "not that simple" journey.

♡♡♡ ♡♡♡ ♡♡♡

This is not the right way to sell your services or products. 

You could try copying the titles of all my articles and asking an AI to generate content for them. AI might give you thousands of versions, but I am confident mine is unique because I wrote them myself based on my own experiences, which cost me a great deal of time and money to learn, understand, and apply in reality.

A common mistake people often make is confusing and conflating two very different concepts: #assumptions and #facts.

This is a question I receive frequently, and it is truly a difficult one. It’s hard when you are running a startup. It is even harder when you are for

Open article: The Tension Between Scale and Sustainability by Duy 💯 Nguyen • 4 min read

The Tension Between Scale and Sustainability

An interesting conversation. 

Who would give you a better answer, A.I. or a human?

Một ngày mới bắt đầu, là lúc chúng tôi kết thúc việc bán sạch sẽ #tôm trên sàn giao dịch.

Các công tác chốt sổ, quyết toán theo phương pháp thủ công thường kéo dài khoản 4h liên tục  kể từ lúc này.

Tất nhiên đó là khi chưa chuyển đối số. Sau khi số hóa toàn bộ qui trình vận hành thì KPI cho phép đoạn này chỉ được tối đa 30 phút...

Đại khái phải có thời gian để cô tổng thủ quỹ đi ăn sáng và rồi đi "ngủ với ông chủ."

Tình công sở là vậy.

Learn to dance, brothers... before it's too late!

Một trong những trích dẫn mà mình rất khoái.

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