What's the hardest decision you've made during your product journey?

Ah, the journey's been a wild ride with a mountain of feature requests and bugs to tackle. With 743 requests in just one category, it's a clear sign of the trust and expectations from our users. Diving into Taskade AI opened a new world of personas and use cases, from AI Agency to AI Education. Each one brought unique needs to the table, making the balance between versatility and ease of use a thrilling challenge. Launching features like AI Chat powered by ChatGPT and AI Mind Map was our bold step into blending AI with daily task management. It wasn't just a tech upgrade, but a shift in how users interact with Taskade, aiming for a richer, more interactive experience. Every tough call has been a learning curve, shaping Taskade’s journey. The feedback and diverse use cases are the real gold, driving us forward. With more decisions on the horizon and the support from our awesome user community, I’m excited for what’s next on this adventure!

Dismantling the project

I think the most difficult decision for a product is to abandon a hypothesis that you strongly believe in.

Very tough question. Probably pivoting, it was very hard to conclude with the decision. But it was good pivot, and I'm happy we did it.

Shutting down the app 90% built because of running out of cash. But then pivoted.

I have two: 1. Starting up full time at a very early stage without a fallback 2. [The harder one] To decide to wind up the startup when we realized we things are not working.

Choosing the right target market. 🎯

Start getting first users and found the ideas I loved should be abandoned during the market testing..

Knowing when to let go.

Discontinuing a feature.

Bootstrapping the mvp, definitely

Scrapping the whole product and having to rebuild 😭. It was a tough road but it needed to be done and now we are sprinting in development.

Stick with one idea. There are too many thoughts in my head. Focusing on one direction has always felt like a sacrifice for everything else. So I constantly ask myself why this particular product is more important for me than anything else. And I'd better have a good answer for that.

Bootstrapping the mvp instead of approaching VC's

I feel like every day is filled with very difficult decisions at this early stage of finding product market fit where there simply aren't enough resources (whether it's people or money) to go around. Every day there are choices about whether to spend time on a new feature, tech debt, marketing, sales, etc. Yesterday we spent a lot of time debating where to focus our energy in terms of goals and metrics. I don't know if I can pick a single one, just yet. Maybe one will stand out soon!

Deciding what is enough to include in a feature - is easy to go down a rabbit hole wanting to add more and more complexity. We have had to step back and discuss what is enough for MVP.

hey bro, the hardest decision I've had to make in my product journey was choosing to remain focused on a single core feature instead of expanding into a suite of features. the allure of building more is powerful - it seems like more features equate to more value. but there's a hidden risk of diluting the core value your product provides. each new feature adds complexity, potentially distancing users from the core problem you aim to solve. the decision to remain laser-focused was tough because it felt like saying no to growth. but in reality, it's about committing to the right kind of growth. it's about deepening the value you deliver on a singular problem, rather than spreading your efforts across multiple fronts. in my case, with NotesNudge, the focus has always been about making past notes accessible and meaningful, giving users daily reminders of their insights. there were temptations to branch out into note-taking, organization, sharing, etc. but at each juncture, we decided to stick to our main course, refining and perfecting it. and it's not a decision you make once and forget. it's a continuous choice to stay disciplined, to sharpen your core offering, and to create real, deep value for your users. every 'no' to a new feature is a 'yes' to improving what you already have, to perfecting your core solution. it's tough, but, it's about serving your users the best way you can. and often, that means doing one thing exceptionally well.

Once had to pivot the entire product direction. We were deep into development, had invested significant resources, but the market just wasn't responding. Tough call, but had to be made.

Deciding when to pivot was tough. Initially, I built a feature-packed solution, but customer feedback was lukewarm. Realizing I was solving the wrong problem stung, but in hindsight, pivoting was the right call.