This makes some sense of it. The author has a project that happens to have some financial reward.
A startup SaaS is a product, and while a project can become a product, I think it is better to set out from the beginning as a product. And for projects to remain so and be treated that way as the author describes.
Projects are great, but revenue is the primary metric for most SaaS products, and and if you follow YC school of thought you should be chasing growth of that metric.
A startup SaaS is a product, and while a project can become a product, I think it is better to set out from the beginning as a product. And for projects to remain so and be treated that way as the author describes.
Projects are great, but revenue is the primary metric for most SaaS products, and and if you follow YC school of thought you should be chasing growth of that metric.