Product-Market Fit: 70% Sean Ellis Score Built a 7-Figure Biz
Show notes
Trevor Owens expected a 40% Sean Ellis score when he surveyed Lean Startup Machine attendees. He got 70%. That's nearly double the product-market fit threshold that signals you should go all in. That moment turned a side project into a seven-figure business running 100 workshops a year across the globe. Trevor reveals how he built Javelin.com and its products QuickMVP and Lean Startup Machine by applying lean methodology. He shares why selling to enterprises like GE and American Express before achieving product-market fit was a costly mistake, how cold-emailing Seth Godin launched his career, and the scaling blunder that left him unable to pay his own team. Trevor achieved SaaS product-market fit by practicing what he preached. He started organizing hackathons in New York but found that teams built cool demos that never became real businesses. So he created Lean Startup Machine - where the winner was the team that got the most real customer signups in three days, not the best demo. 🔑 Key Lessons 🎯 Measure product-market fit with the Sean Ellis survey before scaling: Trevor expected 40% "very disappointed" and got 70% for Lean Startup Machine. That specific PMF data point gave him the confidence to quit his job and scale to 100 annual workshops. 📉 Selling enterprise before product-market fit creates onboarding nightmares: Trevor sold to GE and American Express but found that without PMF, the buyer's colleagues resisted using the tool - making adoption harder than the sale itself. 🔄 Pivot from enterprise to consumer to iterate toward product-market fit faster: QuickMVP's direct-to-consumer model let Trevor get rapid feedback and improve the product before attempting enterprise rollout, avoiding slow market validation loops. 🚀 Ride a movement to accelerate product-market fit discovery: Lean Startup Machine grew through word of mouth partly because it was tied to the broader Lean Startup movement. Attaching to an existing trend reduces the marketing needed to find early adopters. 💰 Positive working capital from events can mask scaling problems: Trevor used upfront event revenue to hire ahead of delivery, scaling too fast. He eventually had to cancel events and delay team payments - proving that cash flow timing and product-market fit are separate problems. Chapters Introduction to Trevor Owens and Javelin Trevor's workaholic background and personal story Warren Buffett quote on one-foot bars Overview of QuickMVP and Lean Startup Machine Origin of Lean Startup Machine from hackathon frustration How LSM content evolved before Eric Ries's book First events and connecting with Eric Ries Why LSM kept growing - product-market fit moment Scaling to 100 workshops per year QuickMVP origin from workshop landing pages Why Trevor raised VC funding Selling enterprise too early - GE and American Express Biggest mistake - losing momentum by scaling too fast Scaling ahead of runway and paying team late How Trevor built connections as an introvert Cold-emailing Seth Godin and leveraging NYU Being an introvert in the startup world Resources Full show notes: https://saasclub.io/61 Join 5,000+ SaaS founders: https://saasclub.io/email
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