1/7 Today, we're proud to unveil the next chapter of Electric Era. Our evolution goes beyond a visual refresh. It's a bold statement about who we are and the future we're building. Here's why:

New year… New home for Electric Era ⚡️⚡️⚡️ Details coming soon

Reliability is the great unlock for EV charging. 🔋

Poor reliability is the scourge of EV charging. You won't find it here. Congrats to @QuincyEdmundLee and Electric Era for kicking off the new era of simple, fast, reliable EV charging! ⚡️

We treat product-market fit like rocket science. It isn't. Go back to basics: -Deliver proven value -That customers care about -Tell them in terms they understand

3. It delivers value customers don't care about. Your product is great at solving a problem. ...unfortunately customers don't care about that problem. Solution: Search for the most intense pain, or greatest upside. Customers buy outcomes that matter to them.

2. Prospects believe your product doesn't deliver (enough) value. Users love it. Engagement is off the charts. Sales conversion rate? Not so much. Solution: Your offer is broken. You're talking about the wrong features, the wrong way.

1. Your product doesn't deliver value. We've all spent months building a product only for users to yawn. You build the wrong features. They don't work seamlessly. Solution: understand the core job to be done. Ignore EVERYTHING else.

There are only 3 reasons customers decide not to buy. Solving these simple issues unlocks massive growth:

Product-market fit is stupid simple. You're just asking the wrong questions. I used to struggle to help startups, because I didn't understand buyer psychology. Here's what I've learned... 👇

You may add services, maintenance, project management, etc. Sub-contract if needed. But the customer decision maker knows there's just one phone number to call if they aren't getting the result on their business KPI. Also means there's only one phone number to call to buy more.

The most important idea: the Whole Product. It's "the complete set of products and services needed to achieve (the customer's) desired result." Enterprises don't buy features. They buy outcomes. You're the 1 vendor responsible for their business result. Own the problem.

Crossing the Chasm introduced the idea of segmenting markets into 5 groups from Innovators -> Laggards. That's not the important concept.

A simple 30 year-old framework that helped a portfolio company 20X revenue: Enterprise sales is hard. Long sales cycles. Multiple stakeholders. Selling tech? Even harder. But it doesn't have to be... 👇

Do you have any stories like this? How did you solve the problem?

6. Operations > charisma A mentor (managing partner at $1B+ AUM VC) taught me: Fundraising is sales, and sales is operations. Run the process. Engage. Follow up. Be relentless.

5. Cover-to-cover playbook Run all the plays in parallel. Try to raise from new VCs. Syndicate a small round from existing investors. Talk to corporates about an exit. Model and plan for deep layoffs. Leave no stone unturned. Execute on anything that sticks.

4. Make stupid offers Your goal is to live and fight another day. The present won't matter if you win big later. Make investors / acquirers an offer that's so good they'd be stupid to say no. They won't.

3. Invert your weakness Scarcity is one of the most powerful forces in buyer psychology. Investors respond to FOMO. They're going to get a great deal on this round, but they have to act fast or the upside will disappear.

Worried it will leak and your team will freak out? Not as much as if they lose their jobs unexpectedly. Trust is worth the risk.