[Interview] How ‘Jump’ learned by selling - by Rob Snyder

Parker Ence and I have pretty similar stories. We’re both MBAs (him Stanford, me Harvard). We’re both overthinkers. And we both have spent 12+ months in the pre-product-market fit pain cave. I want to share Parker’s story as a co-founder at Jump, in part because I’m a huge fan of Parker and the business. But more importantly, Jump’s path to product-market fit is a great way to show the difference between two startup worldviews - the planning model vs. the unfolding model: 1. The planning model Start with hypotheses and assumptions, perhaps a business model canvas if you’re feeling spicy Do tons of customer discovery interviews Create spreadsheets with your “riskiest” assumptions Run experiments to “validate” product-market fit, “scientifically” Build your minimum viable product with design partners Nail it, then scale it 2. The unfolding model Try to sell, using a case study to try to replicate a case study Debug the case study to make selling & delivering easier See what unfolds You k

Parker Ence and I have pretty similar stories. We’re both MBAs (him Stanford, me Harvard). We’re both overthinkers. And we both have spent 12+ months in the pre-product-market fit pain cave. I want to share Parker’s story as a co-founder at Jump, in part because I’m a huge fan of Parker and the business. But more importantly, Jump’s path to product-market fit is a great way to show the difference between two startup worldviews - the planning model vs. the unfolding model: 1. The planning model Start with hypotheses and assumptions, perhaps a business model canvas if you’re feeling spicy Do ton