Context 🛠️#

It’s critical to validate that my idea has a realistic path to success. I apply lessons from traction roadmaps and GTM strategies to stress-test DBB before building the product.

Step 1: Define Minimum Success Criteria#

I define MSC for DBB as:

• acquiring 10 paying municipal customers in year 1
• 100 in year 2
• and 1,000 in year 3.

This anchors all planning and clarifies what “success” looks like.

Step 2: Break Goals into Manageable Cycles#

I break year 1 into 90-day cycles:

• Cycle 1: 3 customers or equivalent in leads/trials
• Cycle 2: 3 more customers
• Cycle 3: 2–4 additional customers

Translating annual goals into actionable 90-day targets allows me to track progress without being paralyzed by the bigger three-year goal.

Step 3: Apply 10X Product Launch#

I stress-test DBB using staged growth: 10 → 100 → 1,000 customers. Each stage helps me identify riskiest assumptions: can I acquire early adopters? Will the sales process scale? Will the MVP meet expectations?

Step 4: Demo-Sell-Build#

Before committing to development, I validate traction by selling demos:

• Pitch DBB mockups to city staff
• Collect interest and commitments
• Adjust the product based on feedback

This reduces risk and ensures every build increment addresses validated customer needs.

Reflection#

By combining traction milestones, stage-based GTM, 90-day cycles, and demo-sell-build, I can stress-test DBB’s feasibility systematically. This lets me:

• Prioritize customer and market risk first
• Validate assumptions early
• Avoid overbuilding features before demand exists

Following this structured stress-test gives me confidence that DBB’s business model is feasible before committing to full development.