# The Mom Test
Author:: Rob Fitzpatrick
## Highlights
> The advice that you “should talk to customers” is well-intentioned, but ultimately a bit unhelpful. It’s like the popular kid advising his nerdy friend to “just be cooler.” You still have to know how to actually do it. ([Location 36](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=36))
> The Mom Test is a set of simple rules for crafting good questions that even your mom can't lie to you about. ([Location 72](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=72))
> “What’s the last thing you did on it?” Get specific about examples in the past to get real, concrete data. ([Location 103](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=103))
> The Mom Test: Talk about their life instead of your idea Ask about specifics in the past instead of generics or opinions about the future Talk less and listen more ([Location 147](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=147))
> Rule of thumb: Opinions are worthless. ([Location 168](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=168))
> Rule of thumb: People will lie to you if they think it’s what you want to hear. ([Location 180](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=180))
> Rule of thumb: People know what their problems are, but they don’t know how to solve those problems. ([Location 186](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=186))
> "Why do you bother?" Good question. I love this sort of question. It’s great for getting from the perceived problem to the real one. ([Location 187](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=187))
> A question like “why do you bother” points toward their motivations. It gives you the why. ([Location 191](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=191))
> Rule of thumb: You're shooting blind until you understand their goals. ([Location 193](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=193))
> "Talk me through the last time that happened." ([Location 201](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=201))
> Rule of thumb: Watching someone do a task will show you where the problems and inefficiencies really are, not where the customer thinks they are. ([Location 210](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=210))
> "What else have you tried?" Good question. ([Location 212](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=212))
> In the abstract, it’s something he would “definitely” pay to solve. Once we got specific, he didn't even care enough to search for a solution (which do exist, incidentally). ([Location 220](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=220))
> Rule of thumb: If they haven't looked for ways of solving it already, they're not going to look for (or buy) yours. ([Location 224](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=224))
> "Would you pay X for a product which did Y?" Bad question. The fact that you’ve added a number doesn’t help. ([Location 226](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=226))
> "How are you dealing with it now?" Good question. Beyond workflow information, this gives you a price anchor. If they’re paying £100/month for a duct-tape workaround, you know which ballpark you're playing in. ([Location 234](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=234))
> "Where does the money come from?" Good question. This isn't something you would necessarily ask a consumer (though you might), but in a B2B context it’s a must-ask. ([Location 240](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=240))
> Your future pitches will hit unseen snags unless you learn who else matters and what they care about. ([Location 244](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=244))
> "Who else should I talk to?" Good question. ([Location 245](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=245))
> "Is there anything else I should have asked?" Good question. ([Location 250](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=250))
> There are three types of bad data: Compliments Fluff (generics, hypotheticals, and the future) Ideas ([Location 269](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=269))
> Even if they really do like it, that data is still worthless. ([Location 277](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=277))
> With the exception of industry experts who have built very similar businesses, opinions are worthless. You want facts and commitments, not compliments. The best way to escape the misinformation of compliments is to avoid them completely by not mentioning your idea. ([Location 279](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=279))
> Fluff comes in 3 cuddly shapes: Generic claims (“I usually”, “I always”, “I never”) Future-tense promises (“I would”, “I will”) Hypothetical maybes (“I might”, “I could”) ([Location 339](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=339))
> Ask good questions that obey The Mom Test to anchor them back to specifics in the past. Ask when it last happened or for them to talk you through it. Ask how they solved it and what else they tried. ([Location 342](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=342))
> Other fluff-inducing questions include: “Do you ever…” “Would you ever…” “What do you usually…” “Do you think you…” “Might you…” “Could you see yourself…” ([Location 350](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=350))
> Them: “I’m an ‘Inbox 0’ zealot. It’s totally changed my life.” A generic (e.g. fluffy) claim. You: “Haha, nice. I’m an ‘Inbox 0’ failure. What’s your inbox at right now?” Let’s get specific to see if this fluff holds up. ([Location 364](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=364))
> In this case, we took the generic claim, “My inbox is always under control” and added the important caveat: “Except when it’s not, in which case it’s a total nightmare to recover from.” While using generics, people describe themselves as who they want to be, not who they actually are. You need to get specific to bring out the edge cases. ([Location 374](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=374))
> Long story short, that person is a complainer, not a customer. They’re stuck in the la-la-land of imagining they’re the sort of person who finds clever ways to solve the petty annoyances of their day. ([Location 400](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=400))
> Is someone angry? Dig. Embarrassed? Dig. Overjoyed? Dig! ([Location 460](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=460))
> Accidental approval-seeking is what I call “The Pathos Problem.” It happens when you expose your ego, leading people to feel they ought to protect you by saying nice things. ([Location 479](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=479))
> You can tell it’s an important question when its answer could completely change (or disprove) your business. If you get an unexpected answer to a question and it doesn’t affect what you’re doing, it wasn’t a terribly important question to begin with. Every time you talk to someone, you should be asking at least one question which has the potential to destroy your currently imagined business. ([Location 524](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=524))
> Rule of thumb: You should be terrified of at least one of the questions you’re asking in every conversation. ([Location 534](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=534))
> In this context, “best” means learning, not selling. ([Location 550](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=550))
> Rule of thumb: There’s more reliable information in a “meh” than a “Wow!” You can’t build a business on a lukewarm response. ([Location 561](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=561))
> Another way to miss the important questions is by obsessing over ultimately unimportant nuances. We let ourselves get stuck in the details before understanding the big picture. ([Location 563](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=563))
> The reason this conversation is so very bad is because, if you aren’t paying attention, it seems like it went well. When you zoom in too quickly on one problem area, you can think you’ve validated a “top” problem when you haven’t. You just led them there. ([Location 592](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=592))
> You: “Have you looked into what your options are?” Continue anchoring and digging. Me: “No, I just caught the drama on Hacker News.” I knew the reader-pocalypse was coming and didn’t even search around to properly understand the implications and my options. This just isn’t a big deal for me, despite how “annoyed” I claim to be. ([Location 651](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=651))
> I’ve also seen this strike several of the recent companies who want to use mobile/realtime deals to drive foot traffic to bars and clubs. They run customer conversations with bar owners who confirm that: yes, they would like more customers on the slow nights; and yes, they would pay you if you could send customers on demand. The founders take this as strong validation (“They have the problem and committed to pay!”) without recognising that the vast majority of the risk is in the product, not the market. Bars will pay, but only if you can amass a huge audience of consumers. Then the founders talk to consumers and ask if they would use an app which always pointed them to booming parties with cheap booze. Again, obviously yes. But that doesn’t tell us whether we can actually achieve that critical mass of users. ([Location 718](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=718))
> Video games are pure product risk. What sort of question could you ask to validate your game idea? “Do you like having fun? Would you like to have even more fun?” ([Location 724](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=724))
> Pre-plan the 3 most important things you want to learn from any given type of person (e.g. customers, investors, industry experts, key hires, etc). Update the list as your questions change. ([Location 734](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=734))
> Rule of thumb: Learning about a customer and their problems works better as a quick and casual chat than a long, formal meeting. ([Location 771](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=771))
> The Meeting Anti-Pattern is the tendency to relegate every opportunity for customer conversation into a calendar block. ([Location 773](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=773))
> Being too formal is a crutch we use to deal with an admittedly ambiguous and awkward situation. ([Location 788](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=788))
> Symptoms of formality: “So, first off, thanks for agreeing to this interview. I just have a few questions for you and then I’ll let you get back to your day…” “On a scale of 1 to 5, how much would you say you…” ([Location 791](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=791))
> Rule of thumb: The more they’re giving up, the more seriously you can take what they’re saying. ([Location 882](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=882))
> There are a lot of bad ways to frame the meeting, both when first asking for it and once it begins. Framing like, “Can I interview you” or “Thanks for agreeing to this interview” both set set off alarm bells that this meeting is going to be super boring. ([Location 1096](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=1096))
> The common, “Can I get your opinion on what we’re doing?” sets expectations of neediness and that you want compliments or approval. ([Location 1099](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=1099))
> “Do you have time for a quick coffee/lunch/chat/meeting?” which suggests you’re liable to waste their time. ([Location 1100](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=1100))
> Vision / Framing / Weakness / Pedestal / Ask The mnemonic is “Very Few Wizards Properly Ask [for help].” ([Location 1106](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=1106))
> I'm trying to make desk & office rental less of a pain for new businesses (vision). We’re just starting out and don’t have anything to sell, but want to make sure we’re building something that actually helps (framing). I’ve only ever come at it from the tenant’s side and I’m having a hard time understanding how it all works from the landlord’s perspective (weakness). You’ve been renting out desks for a while and could really help me cut through the fog (pedestal). Do you have time in the next couple weeks to meet up for a chat? (ask) ([Location 1110](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=1110))
> Before we can serve everyone, we have to serve someone. ([Location 1205](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=1205))
---
Title: The Mom Test
Author: Rob Fitzpatrick
Tags: readwise, books
date: 2024-01-30
---
# The Mom Test
Author:: Rob Fitzpatrick
## AI-Generated Summary
None
## Highlights
> The advice that you “should talk to customers” is well-intentioned, but ultimately a bit unhelpful. It’s like the popular kid advising his nerdy friend to “just be cooler.” You still have to know how to actually do it. ([Location 36](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=36))
> The Mom Test is a set of simple rules for crafting good questions that even your mom can't lie to you about. ([Location 72](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=72))
> “What’s the last thing you did on it?” Get specific about examples in the past to get real, concrete data. ([Location 103](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=103))
> The Mom Test: Talk about their life instead of your idea Ask about specifics in the past instead of generics or opinions about the future Talk less and listen more ([Location 147](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=147))
> Rule of thumb: Opinions are worthless. ([Location 168](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=168))
> Rule of thumb: People will lie to you if they think it’s what you want to hear. ([Location 180](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=180))
> Rule of thumb: People know what their problems are, but they don’t know how to solve those problems. ([Location 186](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=186))
> "Why do you bother?" Good question. I love this sort of question. It’s great for getting from the perceived problem to the real one. ([Location 187](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=187))
> A question like “why do you bother” points toward their motivations. It gives you the why. ([Location 191](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=191))
> Rule of thumb: You're shooting blind until you understand their goals. ([Location 193](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=193))
> "Talk me through the last time that happened." ([Location 201](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=201))
> Rule of thumb: Watching someone do a task will show you where the problems and inefficiencies really are, not where the customer thinks they are. ([Location 210](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=210))
> "What else have you tried?" Good question. ([Location 212](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=212))
> In the abstract, it’s something he would “definitely” pay to solve. Once we got specific, he didn't even care enough to search for a solution (which do exist, incidentally). ([Location 220](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=220))
> Rule of thumb: If they haven't looked for ways of solving it already, they're not going to look for (or buy) yours. ([Location 224](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=224))
> "Would you pay X for a product which did Y?" Bad question. The fact that you’ve added a number doesn’t help. ([Location 226](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=226))
> "How are you dealing with it now?" Good question. Beyond workflow information, this gives you a price anchor. If they’re paying £100/month for a duct-tape workaround, you know which ballpark you're playing in. ([Location 234](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=234))
> "Where does the money come from?" Good question. This isn't something you would necessarily ask a consumer (though you might), but in a B2B context it’s a must-ask. ([Location 240](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=240))
> Your future pitches will hit unseen snags unless you learn who else matters and what they care about. ([Location 244](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=244))
> "Who else should I talk to?" Good question. ([Location 245](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=245))
> "Is there anything else I should have asked?" Good question. ([Location 250](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=250))
> There are three types of bad data: Compliments Fluff (generics, hypotheticals, and the future) Ideas ([Location 269](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=269))
> Even if they really do like it, that data is still worthless. ([Location 277](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=277))
> With the exception of industry experts who have built very similar businesses, opinions are worthless. You want facts and commitments, not compliments. The best way to escape the misinformation of compliments is to avoid them completely by not mentioning your idea. ([Location 279](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=279))
> Fluff comes in 3 cuddly shapes: Generic claims (“I usually”, “I always”, “I never”) Future-tense promises (“I would”, “I will”) Hypothetical maybes (“I might”, “I could”) ([Location 339](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=339))
> Ask good questions that obey The Mom Test to anchor them back to specifics in the past. Ask when it last happened or for them to talk you through it. Ask how they solved it and what else they tried. ([Location 342](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=342))
> Other fluff-inducing questions include: “Do you ever…” “Would you ever…” “What do you usually…” “Do you think you…” “Might you…” “Could you see yourself…” ([Location 350](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=350))
> Them: “I’m an ‘Inbox 0’ zealot. It’s totally changed my life.” A generic (e.g. fluffy) claim. You: “Haha, nice. I’m an ‘Inbox 0’ failure. What’s your inbox at right now?” Let’s get specific to see if this fluff holds up. ([Location 364](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=364))
> In this case, we took the generic claim, “My inbox is always under control” and added the important caveat: “Except when it’s not, in which case it’s a total nightmare to recover from.” While using generics, people describe themselves as who they want to be, not who they actually are. You need to get specific to bring out the edge cases. ([Location 374](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=374))
> Long story short, that person is a complainer, not a customer. They’re stuck in the la-la-land of imagining they’re the sort of person who finds clever ways to solve the petty annoyances of their day. ([Location 400](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=400))
> Is someone angry? Dig. Embarrassed? Dig. Overjoyed? Dig! ([Location 460](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=460))
> Accidental approval-seeking is what I call “The Pathos Problem.” It happens when you expose your ego, leading people to feel they ought to protect you by saying nice things. ([Location 479](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=479))
> You can tell it’s an important question when its answer could completely change (or disprove) your business. If you get an unexpected answer to a question and it doesn’t affect what you’re doing, it wasn’t a terribly important question to begin with. Every time you talk to someone, you should be asking at least one question which has the potential to destroy your currently imagined business. ([Location 524](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=524))
> Rule of thumb: You should be terrified of at least one of the questions you’re asking in every conversation. ([Location 534](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=534))
> In this context, “best” means learning, not selling. ([Location 550](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=550))
> Rule of thumb: There’s more reliable information in a “meh” than a “Wow!” You can’t build a business on a lukewarm response. ([Location 561](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=561))
> Another way to miss the important questions is by obsessing over ultimately unimportant nuances. We let ourselves get stuck in the details before understanding the big picture. ([Location 563](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=563))
> The reason this conversation is so very bad is because, if you aren’t paying attention, it seems like it went well. When you zoom in too quickly on one problem area, you can think you’ve validated a “top” problem when you haven’t. You just led them there. ([Location 592](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=592))
> You: “Have you looked into what your options are?” Continue anchoring and digging. Me: “No, I just caught the drama on Hacker News.” I knew the reader-pocalypse was coming and didn’t even search around to properly understand the implications and my options. This just isn’t a big deal for me, despite how “annoyed” I claim to be. ([Location 651](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=651))
> I’ve also seen this strike several of the recent companies who want to use mobile/realtime deals to drive foot traffic to bars and clubs. They run customer conversations with bar owners who confirm that: yes, they would like more customers on the slow nights; and yes, they would pay you if you could send customers on demand. The founders take this as strong validation (“They have the problem and committed to pay!”) without recognising that the vast majority of the risk is in the product, not the market. Bars will pay, but only if you can amass a huge audience of consumers. Then the founders talk to consumers and ask if they would use an app which always pointed them to booming parties with cheap booze. Again, obviously yes. But that doesn’t tell us whether we can actually achieve that critical mass of users. ([Location 718](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=718))
> Video games are pure product risk. What sort of question could you ask to validate your game idea? “Do you like having fun? Would you like to have even more fun?” ([Location 724](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=724))
> Pre-plan the 3 most important things you want to learn from any given type of person (e.g. customers, investors, industry experts, key hires, etc). Update the list as your questions change. ([Location 734](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=734))
> Rule of thumb: Learning about a customer and their problems works better as a quick and casual chat than a long, formal meeting. ([Location 771](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=771))
> The Meeting Anti-Pattern is the tendency to relegate every opportunity for customer conversation into a calendar block. ([Location 773](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=773))
> Being too formal is a crutch we use to deal with an admittedly ambiguous and awkward situation. ([Location 788](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=788))
> Symptoms of formality: “So, first off, thanks for agreeing to this interview. I just have a few questions for you and then I’ll let you get back to your day…” “On a scale of 1 to 5, how much would you say you…” ([Location 791](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=791))
> Rule of thumb: The more they’re giving up, the more seriously you can take what they’re saying. ([Location 882](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=882))
> There are a lot of bad ways to frame the meeting, both when first asking for it and once it begins. Framing like, “Can I interview you” or “Thanks for agreeing to this interview” both set set off alarm bells that this meeting is going to be super boring. ([Location 1096](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=1096))
> The common, “Can I get your opinion on what we’re doing?” sets expectations of neediness and that you want compliments or approval. ([Location 1099](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=1099))
> “Do you have time for a quick coffee/lunch/chat/meeting?” which suggests you’re liable to waste their time. ([Location 1100](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=1100))
> Vision / Framing / Weakness / Pedestal / Ask The mnemonic is “Very Few Wizards Properly Ask [for help].” ([Location 1106](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=1106))
> I'm trying to make desk & office rental less of a pain for new businesses (vision). We’re just starting out and don’t have anything to sell, but want to make sure we’re building something that actually helps (framing). I’ve only ever come at it from the tenant’s side and I’m having a hard time understanding how it all works from the landlord’s perspective (weakness). You’ve been renting out desks for a while and could really help me cut through the fog (pedestal). Do you have time in the next couple weeks to meet up for a chat? (ask) ([Location 1110](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=1110))
> Before we can serve everyone, we have to serve someone. ([Location 1205](https://readwise.io/to_kindle?action=open&asin=B01H4G2J1U&location=1205))