Harish Kumar N
8K posts


The latest episodes of 'Vichitramanjari' by @mindryin feature familiar Kannada detective Ajit. With his trusted aide Dr Rao, he takes on the mysterious case of Pulikeshi, who's being blackmailed: Part 1: youtube.com/watch?v=yp_0zZ… Part 2: youtu.be/0MRQ5XJFhw8 Do listen/share!









When I started WP Engine, I thought I was pretty good at pitching. I had sold millions of dollars of software at Smart Bear, and I’d helped other companies with their pitches and fundraising. But of course it’s different when someone is trying to tear down 𝘺𝘰𝘶𝘳 idea. But then I got my first “Rude Q&A.” A VC pointed out our GPM was far too low. Another said our CAC:LTV math sounded fake. Someone else didn’t believe we could ever be differentiated. I left those meetings angry at first, but then embarrassed that I didn’t have better answers, and then motivated to get the right answers. So I started writing my own rude Q&A: • Why do I even exist when the market already has X, Y, Z? • Why should anyone 𝘣𝘦𝘭𝘪𝘦𝘷𝘦 the numbers I’m showing? • Why will that GPM improve in future; explain in detail. I forced myself to write even unfair, annoying, misinformed questions. But then then answer them--crisply, specifically, defensibly. If the answer sucked, the strategy probably did too. I either needed to get a better strategy, or be confident up-front that “Yes, that’s one of our challenges, one of the risks. Every company has risks; that’s one of ours.” This wasn’t just pitch prep. It sharpened 𝘦𝘷𝘦𝘳𝘺𝘵𝘩𝘪𝘯𝘨: • Messaging got tighter. • Positioning got clearer. • Roadmap got focused. • Confidence was earned. This isn't “embrace the suck” hustle-bro garbage. It's just the reality: You’ll get punched in the mouth. Better to swing a heavy bat before stepping to the plate. So if you’re prepping a pitch, refining messaging, or going to market--Write the questions you 𝘥𝘰𝘯’𝘵 want to hear. Don’t stop until you have great answers. More motivation and ideas in the article: longform.asmartbear.com/devils-advocat…












Still true lennysnewsletter.com/p/everyone-sho…

3. Founders lean heavily toward productivity and decision support, product ideation, and vision/strategy. Unlike others, founders are using AI to think, not just to produce. The top three jobs are all strategic: decision support, ideation, and vision/strategy. That’s a stark contrast to PMs (whose top jobs are documents and prototypes) and designers (research synthesis and copy). And look at that #1 category: “productivity/decision support,” at 32.9%, is unlike anything else in the survey. No other role has a single use case this dominant. Founders are treating AI as a thought partner and sounding board, not just a tool for specific deliverables. This pattern may explain why founders report the highest satisfaction throughout the survey—they’ve figured out how to use AI for higher-leverage strategic work, not just production tasks.





