Questions you can carry forward.

What do people do in practice that shows the problem matters enough for them to act?

What are they willing to pay with: time, money, attention, or trust?

Which precise and enduring problem in people's lives has the company made its North Star?

Which opportunity tempts you farthest away from the problem you said yes to?

Which real action shows that the market is beginning to become ready?

Which habit, technology, rule, or price opens the market, and which one can close it again?

What in the surroundings prevents the customer from experiencing the product's value?

When does your search for the cause of the problem the company is trying to solve become so broad that no one can take responsibility for the next action?

Which links in the chain of causes do you know, and which are you assuming?

What is the difference between what you expected and what actually happened?

Which part of your current solution do you treat as unchangeable even though it consists of choices that can be examined?

Which assumption makes you believe the product or business model can only be assembled as it is now?

What can I do with your product?

What should make your first customer think, That product was made for someone like me, when it stands among the market's many alternatives?

What must you not rush because safety, trust, or permission is part of the value?

Is your MVP the beginning of the customer's real movement, or an excuse to show something unfinished?

Which answer are you hoping to get from the customer, and what might you overlook because you want that particular answer?

What did you specifically observe in the customer's use of the product, and what did you add yourself as an explanation of what you observed?

Whom in your network can you ask for an honest answer without first turning the conversation into a transaction?

What responsibility does the introduction you want place on the person opening the door?

Who on the team becomes more honest when you join the conversation, and who begins holding back their objections?

Which role are you holding on to because it belongs to the company's past?

In which surroundings does your product become more relevant without the product changing?

Which small and specific customer group can the company reach, serve, and learn from before it tries to sell to a larger market?

Will customers continue to choose and use the product when the discount, the campaign, and your personal explanation are gone?

Which part of the product would customers hold on to if the company were forced to remove everything else?

How do your best customers discover the product?

When does the customer first experience the value you promised?

Which measurement do you call a result even though it shows only activity?

Which specific action do you expect will create the desired change for the customer or the company?

Which valuable result has happened more than once?

What continues when the borrowed attention disappears?

If money is time, which future is the company buying, and which one is it using up?

How long can the company continue if customers pay later than expected?

Which completed sales or purchases, signed agreements, or upcoming payment deadlines has the company still not recorded?

What do you know the company needs to record or reconcile today but keep pushing to tomorrow while the problem continues to grow?

Which task consumes a great deal of the company's time without a financial basis?

Which fixed expense or recurring task consumes the time or money the company's most important development needs every month?

Is the company buying more attention to replace customers who do not return because the product does not yet create enough value?

Is the product distributed when the customer has received it, or only when the customer can use it and experience the value without the founder's help?

What do you believe will be normal in ten years, and what does that belief require of you tomorrow?

What makes the market leader strong today but could make the company slow or locked in place when the market changes?