1. I've always been on the personal brand side. More and more founders are building it now (sometimes even before the product is ready while it's still in development, before seed fundraising). The CEO builds their position so the product sells more easily at the official launch.

2. But I have experience with people who built the product, scaled it, and only then did we discover who was behind it.

Honestly, with the first approach, I'd be concerned that people invest more in me as a person than in the product. People would idealise the founder and overlook the product's flaws (which could hurt development and constructive feedback).

+ I noticed the most common mistake that many people who started building a personal brand first, connected their product to their personal accounts (emails, social media, etc.) and started having a problem selling these things, because they cannot "give someone keys" to their personal profiles.

A few days ago, Bytedance (which is also responsible for TikTok) announced a new model for generating videos. According to an article on Techcrunch, Hollywood isn t happy.

Because, apparently, it s competition.

The tax filing season is approaching, and it occurred to me that I haven't come across many AI tools on this platform that would solve this issue.

Maybe for the following reasons (I think):

• diversity/complexity of tax entities and legal forms of business

• international business, accounting cases differ from case to case (taking into account currencies, forms of business, tax laws)

• laws in accounting and finance change very quickly

Despite their immense popularity in China, SuperApps (multifunctional platforms that combine services like messaging, payments, shopping, and more into a single app) have yet to gain significant traction in the United States. This discrepancy raises intriguing questions about cultural differences, technological infrastructure, and consumer behavior.

One key factor is the fragmented nature of the United States' financial and tech ecosystem. Unlike China, where Alipay and WeChat Pay dominate the market due to a unified financial system and government support, the US has a diverse array of payment gateways, banks, and fintech solutions. Integrating these into a single SuperApp is not only logistically challenging but also requires navigating complex regulatory landscapes.

Moreover, american consumers have grown accustomed to niche apps tailored for specific tasks: such as Venmo for peer-to-peer payments or Paypal for digital purchases.
The US market has also been slower to adopt all-in-one platforms, reflecting a cultural preference for specialized solutions over overarching ones.

Since I haven't been able to meet my work goals very well in the last few quarters, I now plan to approach them more systematically and not push myself too hard on work goals, as that ultimately led to problems that made my plan less sustainable.

So here is my structure and list: