Since sharing Prodshort here on @producthunt , we ve received a lot of early feedback. Ideas, feature requests, small improvements, UX feedback sometimes things we didn t even think about.

How do you decide what to actually build from all that feedback?
Some feedback looks useful at first, but once you test it, you realize it adds complexity without real value. Other times, a small suggestion turns into something essential for the product.
Would love to hear from your experience:
How do you handle early feedback without going in too many directions?

Lately I ve been thinking about how hard it s become to choose well.

Almost every category now feels overcrowded agencies, SaaS tools, AI products, consultants, even simple productivity apps. On the surface, there are more options than ever. But instead of making decisions easier, that abundance often makes everything feel noisier and harder to evaluate.

We analyzed the codebases of 100 startups that hit a scalability wall (*)
The goal was not to find the most exotic bug. The goal was to find the most common, expensive, and preventable patterns of failure.

The results were almost identical across 85% of them. Here is what the data says.

The Timeline to Failure

Months 1 6: Everything worked. Fast releases. Happy customers. No time for architecture.

1. Y Combinator startup will pay humans to help AI agents when they get stuck. (This is what I read today.)

2. At the same time, I see how Indian employees in production have cameras on their heads, and the AI learns from their movements (practically filming their firing process).

3. In addition, there was already a site where AI agents hired human actions for stablecoins.

• First, AI worked for us.

• Now we are starting to work for AI.

• And eventually, will AI work (without us)?

I don t want to portray a Terminator scenario where people will have to unite against AI, but what future awaits us in terms of cooperation/non-cooperation with AI?

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.

Let me start from the creator s perspective:
I personally don t have a product (apart from hiring people for creative work or offering personal consultations).

But as a creator, I constantly share content, insights, and information, value that helps me build trust (for free). Based on that perceived expertise, people eventually decide to work with me (a paid service).