Get paid before you build

Most founders follow this path: Step 1: Have an idea for a product Step 2: Spend 3-6 months building it Step 3: Launch and try to find customers Step 4: Realize nobody wants it (or not enough people want it) This is backwards. The pre-selling approach flips this: Step 1: Have an idea for a product Step 2: Validate if people will actually pay for it (before building) Step 3: Get paid commitments from 3-5 customers Step 4: Build only what those paying customers need Step 5: Deliver to customers who already committed to pay Why this works better:

• Validates real demand: People say yes to free products all the time. Pre-selling validates they'll actually pay.
• Reduces waste: You only build features customers actually need, not features you think they need.
• Provides cash flow: You get money upfront (or committed) to fund development.
• Creates accountability: Paying customers give you deadline pressure and clear requirements.
• Builds confidence: Knowing people will pay makes it easier to commit to building.

The best part? You don't need a finished product to pre-sell. You just need to demonstrate the value convincingly.

This is the tactic I used for my previous company. Here's exactly how it works: Step 1: Build a clickable prototype (not a real product) Use tools like:

• Figma: Best for clean, professional-looking prototypes
• Framer: Good for more interactive prototypes
• Webflow: If you want something that looks like a real web app
• PowerPoint/Keynote: Even these work if you make them clickable

The goal: create something that looks and feels like the real product when you click through it. It doesn't have to work - it just has to demonstrate the value visually. How much to build:

• The core workflow (the main thing your product does)
• Key screens showing input → processing → output
• Just enough to demonstrate the "aha moment"
• Don't build every feature - focus on the core value proposition

Time investment: 2-4 days to build a compelling prototype (vs 3-6 months for a real product) Step 2: Get meetings with prospects who have high importance + high urgency This tactic only works if you're talking to people who:

• Have the problem you're solving (relevancy)
• Feel urgent pain right now (timing)
• Trust you enough to take a meeting (trust)

Start with your network. These should be first or second-degree connections who you know have the problem. Step 3: During the meeting, first validate the problem Don't jump straight to showing the prototype. Start by asking questions:

• "Tell me about how you currently handle [problem]?"
• "What's the biggest frustration with your current approach?"
• "What have you tried so far?"
• "If this problem were solved, what would that enable for you?"

Only show the prototype after you've confirmed they have high importance and high urgency for the solution. Step 4: Demo the prototype as if it's real Walk them through the prototype clicking through screens. Narrate what it does: "So when you log in, you'd see all your [data] here. Then you click this button, and it automatically [does the thing]. And here's where you'd see the results - specifically [outcome they care about]." Act as if this is a real, working product. Don't apologize that it's not built yet. Step 5: Ask for commitment right there After showing the prototype: "This can solve the exact problem you just described. Would you like to be one of the first to use this? Would you pay for it?" If they say yes: "Great! Let's fill out an order form right now with a specific start date, scope, and price. Once we deliver, you'll start paying [amount]." The order form should include:

• Customer name and company
• Specific scope (what you'll deliver)
• Price (monthly or one-time)
• Start date (when they'll get access)
• Both signatures

This isn't a contract that forces them to pay - it's a commitment that shows they're serious.

The clickable prototype tactic is powerful because it gives prospects something tangible to react to. People can't visualize abstract solutions. If you just describe your product with words, prospects struggle to imagine how it would work for them. They say "sounds interesting" but never commit. But when you show them a prototype - something they can see and click through - their brain shifts from abstract to concrete. They can visualize themselves using it. They can imagine the specific outcomes. It separates tire-kickers from serious buyers. Anyone will say "that sounds cool" to an idea. But asking someone to sign an order form after seeing a prototype separates people who have real urgency from people who are just being polite. If they won't commit to paying after seeing a convincing demo, they won't commit after you build the real product either. You just saved yourself 6 months. It forces you to clarify your value proposition. Building a prototype forces you to answer:

• What exactly does this product do?
• What's the core workflow?
• What's the "aha moment" that makes them see value?
• What's the simplest version that demonstrates value?

If you can't build a convincing 5-screen prototype, you probably don't have a clear value proposition yet. It gives you invaluable feedback before building. When you demo the prototype, watch their reactions:

• What screens do they lean forward for?
• What questions do they ask?
• What features do they assume exist?
• What confuses them?

This feedback shapes what you actually build. You're not guessing - you're building based on validated demand.

This is the tactic I used for DealMaker. It's even simpler than the prototype approach - and it works when you have a clear problem and strong network connections. Step 1: Compile a shortlist of people you know have the problem Make a list of 10-20 people from your network (first or second-degree connections) who:

• Have the problem you're solving
• Are in a position to make buying decisions
• Trust you enough to read a message from you
• Would benefit from solving this problem

Quality over quantity. You don't need 100 people - you need 10-20 highly qualified people who actually have the pain. Step 2: Write a detailed text message or DM The message should include: 1. What you're building (1-2 sentences) "I'm building [product] that helps [target audience] solve [specific problem]." 2. The problem it solves (2-3 sentences) "Right now, when you need to [do X], you have to [current painful process]. This means [negative outcome]. [Product] automates this by [how it works]." 3. What the outcome looks like (1-2 sentences) "Instead of spending [time] on [task], you'll get [outcome] in [shorter time]." 4. The beta offer (2-3 sentences) "I'm running a 2-month closed beta with a flat fee of [price]. You'll get early access and direct input into the product. Do you want to participate?" Keep it conversational, not salesy. You're not pitching - you're inviting them to solve a problem they have. Step 3: Send to your shortlist (not as a blast, individually) Don't mass-send this. Send it individually to each person, ideally with a personalized first line: "Hey [Name], hope you're doing well! Quick question - are you still dealing with [problem] at [Company]? I remember you mentioning it." Then paste your beta invite message. Step 4: Have follow-up conversations with people who respond When someone replies with interest:

• Jump on a quick call to understand their specific situation
• Confirm they have high urgency (not just mild interest)
• Walk them through exactly what they'll get in the beta
• Agree on scope, timeline, and price

Step 5: Get payment commitment upfront "Here's how the beta works: flat fee of [amount] for 2 months. I'll set everything up for you and work closely with you to make sure it solves your problem. I'll send the invoice at the end only if you're satisfied. Sound good?" For DealMaker, three companies said yes immediately. No prototype needed - just a clear description of the problem, solution, and beta offer.

The text-message beta tactic works because it leverages trust and clarity. Trust is already established. You're not sending cold emails to strangers. You're texting people from your network who already know you. They're much more likely to:

• Actually read your message (vs ignore cold outreach)
• Believe you'll deliver what you promise
• Give you honest feedback if it's not for them
• Say yes if they have the problem

It's low-friction for them. Reading a text message takes 60 seconds. They can respond immediately with "yes" or "not right now." Compare this to:

• Scheduling a demo call (high friction)
• Signing up for a waitlist (low commitment)
• Watching a video (they probably won't)

The beta framing reduces risk. "Closed beta" signals:

• This is early - they'll have direct input
• You're working closely with beta users (white-glove service)
• They're getting special early access
• There's a defined end date (2 months)

It feels like an exclusive opportunity, not a risky purchase. Flat fee pricing is clear. No complicated pricing tiers. No "contact us for pricing." Just: "flat fee of $X for 2 months." This removes decision paralysis. They know exactly what they're committing to. The key requirement: crystal clear problem description. This tactic only works if you can describe the problem and solution so clearly that someone reading a text message immediately thinks: "Yes, that's my problem and I want that solution." If you can't articulate it that clearly, you need to do more customer discovery before pre-selling.

Both pre-selling tactics work even better when you remove all risk from the customer's side. The satisfaction guarantee framework: "Here's how this works: I'll [do all the setup/build the solution/deliver the beta]. You use it for [timeframe]. I'll only invoice you if you're completely satisfied. If you're not happy, no invoice. No questions asked." Why this is so powerful for pre-selling:

• It removes their financial risk: They're not paying for a promise - they're paying for results.
• It increases your commitment: You're incentivized to make them successful because you don't get paid otherwise.
• It makes saying yes easier: Their only risk is time, and you can minimize even that by doing most of the work for them.
• It builds trust faster: Offering to work for free if they're not satisfied signals incredible confidence.

How to structure it for pre-sales: For prototype pre-sales: "We agree on scope and price upfront, but I'll send the invoice only after delivery. If you're not completely satisfied with what I delivered, I won't send an invoice at all." For beta pre-sales: "Two-month beta, flat fee. I'll invoice you at the end only if you got value. Not happy? No charge." For existing product pre-sales: "Even though I have Stripe integrated, I have a satisfaction guarantee. If you pay and you're not happy, I'll refund you. No questions asked." The reality from experience: I've done 20, 30, even 40-hour projects on this model. Some customers didn't pay because they weren't satisfied. But here's what happened:

• The customers who did pay became my biggest advocates
• They referred others because I proved I deliver
• I learned what actually creates value (vs what doesn't)
• My close rate was 3-5x higher than without the guarantee

The satisfaction guarantee turns pre-selling from "risky decision" to "why not try it?"

Pre-selling isn't about tricking people into paying for vaporware. It's about validating real commitment before you invest months building. Strong commitments (these validate demand):

• Signed order form with price and start date: They agreed to specific scope and pricing
• Paid deposit: They put money down (even 20-50% deposit counts)
• Beta fee payment: They paid a flat fee for beta access
• Signed contract: Legal commitment to pay upon delivery
• Purchase order: Their company issued a PO for your solution

Medium commitments (these are promising but not validated):

• Verbal "yes, we'll buy this": Good signal but not binding
• Agreement to specific price: They agreed on pricing but didn't sign anything
• Scheduled kickoff call: They committed their time to get started
• Introduced you to stakeholders: They're bringing others in to evaluate

Weak commitments (don't count these as validation):

• "This sounds interesting": Everyone says this, means nothing
• "Keep me updated": Polite way of saying not interested
• "We'll consider this for next quarter": No urgency = no real commitment
• Waitlist signup: Zero friction, zero commitment
• "Send me more info": They're not evaluating seriously

The pre-selling validation threshold: Don't start building until you have at least 3 strong commitments or 5 medium commitments from people willing to pay real money. If you can't get 3-5 people to commit after showing them a prototype or beta offer, you don't have validated demand. You need to either:

• Improve your value proposition
• Target different customers
• Solve a more urgent problem
• Reconsider if this is a real business

Once you have 3-5 strong commitments, now you can start building with confidence. Build only what you promised. Don't add extra features "because they might be useful." Build exactly what your pre-sale customers committed to paying for. You'll be tempted to add more. Resist. Ship the minimum viable version that delivers the value you sold them on. Use their commitments to inform your roadmap. During the prototype demos or beta conversations, you learned:

• What features they assumed would exist
• What questions they asked
• What workflows they need
• What integrations matter to them

Build those things first. Everything else is lower priority. Involve them during development. Send your pre-sale customers updates every 1-2 weeks:

• "Here's what we built this week"
• "Here's what we're building next week"
• "Quick question: would you prefer X or Y?"

This keeps them engaged and ensures you're building what they actually need. Deliver with white-glove service. Remember: these customers took a risk on you when you had nothing. They deserve obsessive, white-glove treatment. Do their setup. Handle their data migration. Build their workflows. Make their experience feel magical. These customers will become your biggest advocates and referral sources if you deliver exceptionally. Honor your satisfaction guarantee. If you promised "invoice only if satisfied," honor it. Even if you spent 40 hours on a customer and they're not satisfied, don't invoice them. Your reputation and future referrals are worth more than one customer payment. Plus, you learn from every customer who isn't satisfied - that feedback is invaluable.

Mistake #1: Pre-selling to people without urgency Pre-selling only works if prospects have high importance AND high urgency for your solution. If they're mildly interested but not in pain right now, they'll say "maybe later" forever. Only pre-sell to people with acute pain who need a solution immediately. Mistake #2: Making the prototype too complex You don't need 50 screens showing every possible feature. You need 5-7 screens showing the core value proposition. Overcomplex prototypes take too long to build and confuse prospects. Keep it simple. Mistake #3: Not asking for commitment on the call Don't end the demo with "let me know if you're interested." Ask for commitment right there: "This solves your problem. Do you want to be one of the first users? Can we fill out an order form now?" The best time to get commitment is when they're excited, not days later. Mistake #4: Accepting weak commitments as validation "That sounds cool" is not validation. "Keep me updated" is not validation. Even "we'll probably buy this" is not strong validation. Only count: signed order forms, paid deposits, signed contracts, or purchase orders. Mistake #5: Building before you have 3-5 strong commitments One customer commitment isn't enough. They might be an outlier. You need 3-5 paying commitments to validate there's a real market. Don't start building production code until you have that validation. Mistake #6: Pre-selling without a clear delivery timeline "I'll build it eventually" doesn't work. Give them a specific delivery date: "You'll get access by [date]." This creates accountability for you and sets clear expectations for them. Mistake #7: Not using the satisfaction guarantee If you're asking someone to pay for something that doesn't exist yet, remove all their risk. Offer the satisfaction guarantee. This dramatically increases your close rate and proves you're confident in delivering value.