6 month

Attention over time

7-day rolling share of analyzed posts/comments mentioning this entity · 90 daily points ending 2026-10-14

Final complete day: 2026-10-14. Attention was 0.7% — this entity appeared in 6 of 883 analyzed posts/comments in the seven days ending that day (7 mentions).

Each point is a seven-day rolling window of complete UTC days; a point is comparable only when at least 100 analyzed posts or comments fall inside it. A day with no analyzed records counts as zero; missing coverage is marked and never shown as zero. The series ends at the latest complete analyzed day — it never extends into the current incomplete day. How attention is measured.

Recent mentions

1. 2026-10-13 18:25 UTCPost

   PMF Experimenting Advice (I will not promote) - Hey y'all, so I've been working on a b2b saas startup for like 6 months now, we just started getting customers about a month ago and have a 4 fig ARR. The main thing I'm trying to figure out right now is that multiple different industries are interested in the product and theres a couple different features of the product that they each use so how can I manage all that and narrow down and make the right decision for where to focus all our time and energy. There's also one use case that I think could be big and I want to explore it and spend time acquiring customers in that space while we're still early to see if that use case/industry has as much potential as I think it might. Does it make sense to try and spend a certain amount of time doing sales for each use case/industry and based on those track other metrics on the customers we convert? I don't want to commit to one use case/industry just yet without getting real data to support which is the best opportunity for us, but I'm curious what y'all think. Thanks in advance!

2. 2026-10-12 10:54 UTCComment

   Keep at least 60 days of ad spend liquid plus 6 months of fixed infra and tooling costs.When scaling Meta or Google, the risk is account bans or merchant payout delays, not just unprofitable ads. If Stripe holds payouts for a 14-day review, you need cash to keep the campaigns live without personal strain.Take a consistent modest owner draw and leave everything else in a high-yield treasury account until CAC stabilizes over 90 days.

3. 2026-10-11 23:23 UTCPost

   Solid idea, have experience being the solo engineer building similar successful products for other startups, between 3 to 9 months to get it to market, however, possible contractual issues from previous employer. What to do? I will not promote - So, I have a good idea for a SaaS, I know I'd be first to market with it, and based on a somewhat similar product I have seen before, this is certain to be a profitable endeavor. I also have worked as a solo founding engineer in a startup previously, bringing other products in the same industry to life and getting it to profitability, so I know exactly how to execute this. I know there is a demand, I know the customers, I know the technical limitations (and honestly, the technical limitations of this is where I excel at, I'd say there are like a dozen people in the world which are better at this than me). My conservative estimates are that I'd need around U$55k and 6 months to get the product to the market and start getting some revenue, but the actual window of release would be somewhere between 3 and 9 months from today, the actual date depends on factors outside of my control (when I say first to market, I mean it, the largest barrier for releasing it is outside of my own control). On the 6 months timeline: \- U$42k would be to pay my own salary (U$7k/mo, which is substantially below my previous salary, but still enough that I can focus on the 100% of my time on the project). \- U$2400\~3000 in AI subscriptions. \- Remaining amount would be for operational costs near launch period (very little hosting costs, but I'd need domains, some marketing materials, ad spend, etc etc). There is also a possibility of spending on legal fees to resolve a possible legal issue which I will describe at the end of the topic. This is not included in the U$55k estimate I mentioned above. **The upside:** To be clear, although I strongly believe this is a profitable idea which is very likely to result in a profitable product, I know there is a ceiling for it. I don't know what the revenue ceiling is, but it exists. I see three possible outcomes for this company: 1. We increase our MRR with this first product to a point where we are profitable enough to self-fund additional products and low-effort spin-offs of the first project (I know exactly how these spin-offs would work and what they could bring to the table). 2. Exit within the first year or two by being bought out by a VCs with similar companies in their portfolio. 3. Exit shortly after getting to market, being bought by one specific individual. I can't go in detail but I know that if this idea blows up within the first few months we will receive an offer from this individual. 4. Exit later in the life-cycle due to the valuable customer base. **Risks:** There are pre-release risks. There is a non-zero chance that we can never get to market (won't go into the details publicly), the only way to avoid this would be to wait enough time that we wouldn't be able to be the first to market. **How we got here**: I came up with this idea while working in my previous employer, a small company in the US (\~100 employees). A little bit ago I became the leader of a department which was focused almost exclusively in building this sort of project, however, leadership had twisted ideas of how this sort of thing worked, they wanted me to build 9 SaaS in 9 weeks, and I was responsible for doing it from scratch, I told them it was impossible to do it at that rate solo considering I had to do literally everything. They would only tell me the idea and I would be responsible for every single thing, from designing the UI/UX, architecture of the software, development, entire devops, support, marketing materials, demo for customers, security, quite literally every single thing. I was creating the entire product based on 10 words describing what they thought would be a good product (even though they had 0 experience creating this type of product, and I had like 7 years of doing it). We ended up launching two products in two months First product was the most promising one and the one I believed in, within the first month it got operationally profitable, but due to a factor outside of our control, the addressable market of that product got a lot smaller. It would still be a profitable product, but I can't see it bringing more than a few thousand dollars per month. Second product was less promising, it was also an idea I was told to implement without the option of refusing. I had actually built that product already when I worked at a startup 2\~3 years prior to that, I knew it was more of a dud, and I knew there was competition (which was also poorly managed), but from a technical standpoint there was almost no difference. On the other hand, it's pretty much just passive income. Almost 0 operational costs, but specially with the leaderships pricing structure I knew this would never pay for my salary. **The idea:** While working on these two other products, I noticed an opportunity appearing in the market. Once I identified it, I brought the idea in vague terms to leadership's attention and told them I wanted to start working on it ASAP, they gave me the green flag as it was obviously a good idea. But they never gave me the time to really go into it. At the time, the release date of the dependency I need for this idea was unclear but could have been October. I dug around with some insiders and was told that it certainly would not be October. I then decided to take my vacation so I could be ready to work on it as soon as the tools were available. And when I got back from vacation, my contract was terminated citing an internal re-structuring, since I was the only one actively working on those types of products (the main revenue of the company came from other streams), I believe they gave up on that sector entirely. And if they haven't, I know they are incapable of implementing my idea any way, so at best they would pursue the other product ideas they already had in mind. I say this without any sort of disrespect, but the average SWE in that company is bad, and even though there are a handful of good ones, they don't have the specific skills needed to take this project to market. Plus I don't think they would have terminated my contract if they wanted to get this out of the door since it was clear to everyone that I was the most capable to work on it. **The legal issue:** My contract with the previous employer assigned inventions while under contract to the company. As described above, I had the idea while under the contract and mentioned it to them, reading the contract naively, the most likely answer is that they have ownership of the idea as a company invention. And although I am not a lawyer, I strongly believe the contract wouldn't hold up in court given a series of circumstances I won't be disclosing publicly. And while in the area of speculations: I don't think they would pursue this legally. **My question is:** Where do I go from here? I mentioned above I got laid-off very recently, and I am considering pursuing this idea, but I also need to survive. I have enough savings for 3 "ok" months, I could get to 6 if I really stretched things out, but I wouldn't be able to focus on the development (or pay the tokens I would need to actually get this out of the door in this timeline). I have a ton of expertise on what I do so finding a new job wouldn't exactly be hard, and I even believe some of the people I know (CEOs, founders) would be interested in hiring me to develop this product for them (paying me a much bigger salary), but then I'd have little to no ownership.

4. 2026-10-11 06:33 UTCComment

   The question isn't how to keep them, it's whether the equity split still matches reality. Post Series B the company needs professional operators, and founders who wanted to build often discover they don't want to manage. Have the brutal vesting conversation before resentment does it for you. Most cofounder exits I've watched go bad went bad because everyone avoided the conversation for 6 months. Is this about money, role, or just exhaustion?

5. 2026-10-11 02:40 UTCComment

   First off, you should definitely elect S-Corp status for tax purposes...,.a C-Corp will actually end up costing you more due to double taxation when you pull profits out. At $200k+ in annual net profit, switching your LLC to an S-Corp will save you roughly $10,000 to $12,000 a year in self-employment taxes. You’d pay yourself a "reasonable" W-2 salary (say $75k–$80k) and take the rest as owner distributions, which avoids the 15.3% selfemployment tax on that extra cash. A CPA can easily file Form 2553 to set this up alongside basic payroll software like Gusto of whatever. On cash reserves, stop using fixed percentages once you hit target caps. Put $5,400 in your operating reserve (6 months of fixed overhead) and $15k to $30k in your ad reserve (1–2 months of ad spend). Once those accounts are funded, switch to a "top-off" model where incoming revenue just tops them back up as spent, and the remaining surplus goes straight toward growth or your own payout. Finally, for selling to organizations and government agencies, stick strictly to annual upfront agreements with a minimum contract threshold (like $1,000/year minimum). Managing procurement, invoicing, and support on lowdollar month-to-month accounts will eat up your margins fast....