Founder's Journey: The Noise is Loud

Having an idea that's still taking shape is both exciting and scary. It's like being an artist and staring at a blank canvas. You have an idea of what you want to paint but you’re keenly aware that a single misplaced brush stroke could ruin it.

This is the moment when Founders can make a critical mistake: Adjusting to feedback too early.

I've been guilty of this myself in the past few weeks. The concept I’m working on is still raw and the details aren’t clear, but because our team has connections to wickedly smart Investors and industry veterans, we’ve been seeking out feedback.

Feedback, it turns out, is a double-edged sword. While valuable, it can lead to overcorrection when your vision isn't sturdy enough to withstand the pressure that comes from external opinions.

Even more destabilizing is the inevitable moment when you start scanning the competitive landscape. In today's hyperconnected world, the odds of having a truly unique idea are vanishingly small. The pressure to abandon or to dramatically alter your idea to differentiate it from what already exists feels real.

The truly important skill is having the intuition to know which feedback to incorporate, which to acknowledge as important for later, and which to completely ignore.

Steve Jobs said it best: "Customers don't know what they want until we've shown them." Sometimes the same applies to the very people whose opinions we seek. They can’t truly envision what we're building until it’s tangible and more than just an idea.

So how do you navigate this tension between openness and conviction?

First, be intentional about when and from whom you seek feedback. Early feedback should come from trusted sources who understand both your vision and the nuances of your market.

Second, when you do discover similar concepts in the market, study them as case studies rather than threats. What worked? What didn't? What might you do differently?

Third, remember that execution, timing, and unique insight matter far more than having a completely original idea. Markets are fickle and details matter.

And finally, you won’t ever succeed if you’re missing rock solid "Founder's Intuition". Not every Founder has it but every Founder needs it. It's a skill built through deep immersion in your problem space and relentless questioning of your own assumptions.

The reality is that building something new is rarely about charting completely unexplored territory. It's more often about finding your own path through a familiar landscape. What you need is a unique perspective and the courage to trust your own judgment when the voices around you grow loudest.

Onwards and Upwards.

May 20, 2025