Startup Lifecycle Blogs

Continuous Improvement is often misunderstood as a growth phase. In reality, it is a discipline.  By the time a company reaches this stage, the core work of building the revenue engine should already be complete. The system exists. It is documented. It is owned by leadership. Continuous Improvement begins only when the organization

Repeatability is the stage where growth stops being personal.  Up to this point, progress has depended heavily on individuals. Founders carry context. Early sellers rely on intuition. Marketing adjusts based on feel. Results may be real, but they are fragile.  Repeatability exists to change that. It is the stage where a startup

Go-to-Market is the stage where many early-stage B2B startups believe the real work finally begins. In practice, it is where earlier discipline is either rewarded or exposed. By the time a company reaches Go-to-Market (GTM), discovery should be largely complete. The problem has been validated through Market Co-Creation. A repeatable

Most people think the startup lifecycle is well understood. They can rattle off the phrases easily enough: Idea MVP Product market fit Scale Or, if they’re a little more experienced: Discovery Validation Growth Maturity We’ve all absorbed some version of this story from Steve Blank, Eric Ries, Y Combinator, Geoffrey

Product-Market Fit is one of the most overloaded terms in early-stage startups. It is often described as a feeling, a surge of inbound interest, or a sense that “something is working.” None of those are Product-Market Fit. In B2B environments with complex sales, Product-Market Fit is not about momentum. It

Most early-stage B2B startups believe they are learning from the market. In reality, many are only accumulating opinions. Market Co-Creation (MCC) exists to change that. It is the stage where assumptions finally give way to evidence, and where a startup first encounters how the market actually behaves around its solution.

Early-stage B2B startups rarely struggle because founders lack conviction. The risk is conviction being mistaken for validation.  Strong beliefs, clear narratives, and confident explanations can create the sense that progress is happening. But in early-stage B2B, clarity alone does not move a company forward. Evidence does.  The Hypothesis stage exists

What we observed across the early-stage B2B market: Capital conditions changed That exposed a pre-existing mismatch between readiness and spend Revenue initiatives were the first place the mismatch became visible The industry lacked a shared structure for diagnosing readiness This new model formalizes what was previously inferred or guessed These

Market Co-Creation might be described as a beta phase. That framing is familiar and incomplete. Beta absolutely exists within Market Co-Creation. But beta describes how the product is deployed. MCC defines why that deployment exists and what it must produce. Treating MCC as “the beta stage” collapses it into a

Every founder wants product market fit. Entire books, podcasts and accelerators focus on reaching it. But almost no one talks about the stage that determines whether product market fit is even possible. That stage is Market Co-Creation, or MCC. MCC is the most important and most misunderstood phase in the

The Founder’s Dilemma: Beauty vs Usefulness Most founders begin with a clear vision. The early idea is sharp and emotionally charged. They can see what the product should become, how it should work, and why it matters. That clarity often gives them the courage to start building. But clarity is

Key Takeaways Product-market fit proves your business has earned the right to scale. Go-to-market should refine what product-market fit reveals, not search for it. Customer feedback, not assumptions, defines alignment. Structured testing beats random marketing effort every time. Introduction: Scaling Noise vs. Scaling Resonance Most startups rush to build a

Most companies approach annual planning as a math exercise. They pick a target, divide it into quotas, and start assigning numbers. That may be enough to produce a plan on paper, but it rarely builds the alignment or visibility needed to drive consistent growth. This is where the difference between

Early churn is one of the most painful experiences for founders of B2B tech startups. You worked hard to close those first few deals, only to watch customers walk away. It feels like failure. And when cash flow is tight, it can feel like disaster. But here’s the truth: churn

Your Revenue Plan is a Straight Line. Real Growth Isn’t. Revenue projections climb steadily quarter over quarter. Sales targets increase with each new hire. Marketing funnels are mapped with care. The whole system is sketched out like a well-engineered bridge: linear, logical, clean. The assumption is clear: progress will follow

Focus First, Worry About the Rest Later Here at Reditus, we engage with dozens of startups every week, and almost all of them have the same goal: achieving sustainable revenue growth. For these companies, revenue generation is more than just making money; it’s about survival, scalability, and ensuring their mission