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I don't mean the ones you tried for a weekend. I mean the one that stuck.

Mine is omp (oh-my-pi), an open source coding agent that runs in the terminal. I use it for most of

my coding now. I still decide what gets built, but I barely write glue code or config by hand

When you start getting regular users, everyone asks for random additions that sound good in the moment.

Slowly you look up and realize your simple app is turning into a bloated tool you didn't even want to make in the first place.

Where do you draw the line between listening to real feedback and just saying no to keep the app simple?

When I started I had a pretty clear idea of what the product should be and what I definitely didn t want to build.

Then customers started asking for things I never planned to add and some of those requests actually made sense. Slowly the original idea started changing. How do you know when you re adapting to real feedback versus slowly turning the product into something you never wanted to build?

I have hundreds of saved links sitting in random folders that i almost never open again.

Buying a dedicated bookmark manager app feels like overkill for basic link saving but keeping everything in chrome is just making a huge mess.

Do you guys actually go back and delete stuff regularly or is there a simple trick to keep the clutter down?

Early on I learned something that saved me multiple times.

When a senior person or CEO told me to build something I had doubts about, I stopped just saying yes and building.

Instead I would lay out the possibilities first.

What could happen if this works. What could happen if it doesn't. Technical risks. Likely outcomes. My honest read on it.

Waiting for long-term cohort stability before raising prices sounds logical on paper, but it often delays revenue validation when your initial pricing is clearly too low.

There s always a risk that early low churn is just an artifact of undercharging rather than genuine product stickiness.

I ve been sitting on a price increase for way too long under the excuse of needing clearer churn metrics. Realized recently that I might just be using data collection as an excuse to delay the uncomfortable conversation.

If you bumped your rates early without full retention numbers did users actually cancel or was the fear way worse than reality?

I spent an hour yesterday watching an agent make four micro-fixes in a row only to land on the exact error code we started with.

It gets caught in this endless trial-and-error loop where it just keeps tweaking lines of code without checking root cause.

I started forcing myself to kill the session as soon as I see a second repeated error message.

I've been using my website for several weeks i know it is a recently published website although I had been working on it for a while and now I'm having visits but I wonder if this is all SEO can do, how long do you think SEO can take to consolidate?
I've heard several times that it takes months but I wanted to know your opinion anyway! And if you have any advice that really works to position a website, comment on it!
If you have a personal website or blog already published, you can talk about your experience, and all the help is very useful!

Sometimes I spend 20 minutes trying to understand a bug before asking an AI tool about it, and sometimes I just paste the error in immediately.

Wondering which approach other developers find more useful. Do you investigate first, or let AI help narrow down the problem from the start?

After spending three years building a finance management tool, I m curious to revisit this question as if I were starting from scratch.

Every founder needs a way to comprehend their finances. What are the most crucial answers they need to know? Is it just the MRR number that can be found on Stripe?

Where do your product ideas come from?

For me it's always been stuff I needed myself.

28 years ago I'd just graduated and wanted to freelance, but there weren't many places online for that yet. So I made one.

Just recently I got fed up with what Trello and Notion charge every month and ended up building my own.

I thought our Product Hunt launch would be a test of the product but It turned out to be a test of how well we understood the people we were building for.

Before launch, I was focused on all the things makers usually worry about: the page, the screenshots, the copy, the timing, and whether everything was ready.

I'm co-founder of k dlo, an AI-driven lead generation and sales platform, and we're exhibiting at Web Summit this year. First time doing a proper conference booth, and I'm trying to figure out swag that's actually effective, not just stuff that ends up in a hotel trash can by day two.

The catch: I'm flying in, so anything I bring has to survive checked luggage or fit in a carry-on. That rules out anything bulky, fragile, or heavy in volume (so no giant branded totes stuffed with junk, unfortunately).

Would love input from people who've exhibited before:

1. What swag actually got people to walk up and start a conversation, versus stuff people grabbed and walked away?

2. Any lightweight, packable items that still felt premium or memorable?

3. Did anything backfire, attracted the wrong crowd, felt gimmicky, or just didn't hold up?

4. If you shipped swag ahead instead of carrying it, was that worth the hassle and cost for a first-time exhibitor?

5. Any swag that tied into your product itself (not just generic pens and stickers) that worked well?

When I see agents that can talk see things connect to apps and actually take actions it sounds useful but also makes me wonder where the line should be. Giving an agent more abilities can solve more problems but it also means there are more things that can go wrong when it misunderstands the situation. How do you decide which actions an AI agent should be allowed to handle on its own?

Spent weeks getting threads turned down because i was trying too hard to sound like an expert with frameworks and polished tips.

The second i dropped the promotional tone and just asked a simple question i was genuinely stuck on, it got approved right away.

Anyone else notice that raw questions pass moderation way easier than structured advice posts?

At a small company, the CEO may own a problem directly.

At a larger company, the same responsibility may sit with a functional leader, while someone else uses the product day to day and another controls the budget.

We ran a Lifetime Deal to bring in fast cash flow and early feedback. While it brought quick cash, thousands of one time buyers ended up draining 80% of our support resources for years, slowing down our path to stable monthly recurring revenue (MRR).

Did running an LTD help jumpstart your SaaS or slow down your MRR growth?

When a paid user cancels, our instinct as builders is to immediately jump into our roadmap and build whatever feature they asked for. But after reading through dozens of exit surveys, we realized a hard truth: lack of features almost never drives people away.

They churn because we made onboarding too complex and didn't help them build a daily habit around our tool. They didn't lose interest in the problem; they just gave up on our setup process.

Do users leave because your app lacks power, or because you made it too hard for them to get their first quick win?

There is a clear difference between using tools to condense your own curated notes versus letting a prompt pull and synthesize arbitrary web data. When you control the input sources you avoid hallucinations and surface-level analysis. But when you hand over both search and synthesis to software critical context often gets lost in the process.

What does your actual workflow look like when diving into a completely new topic or industry research?

I used to look at other founders doing cheap growth hacks and think I'd never run my project like that. Fast forward to today, and I ve cut prices and built messy features I vowed I d never touch, mostly out of fear of slow growth.

Some changes genuinely helped the business, but others just feel like I took the easy way out.

Where do you draw the line between adapting to the market and completely selling out on your core beliefs?

Half of what I ship is a crawler, and the failures I dread are the quiet ones. A company moved its careers page to a JS widget last month, our parser kept returning HTTP 200 with an empty list, and from the outside it simply looked like they had stopped hiring. Nothing alerted, because technically nothing had failed.

I ended up alerting on the shape of the data instead of the status code: if a source drops more than half its rows overnight, a human looks at it before anything downstream moves. That threshold is a guess, and it still misses the slow rot, where a site changes one selector and you lose a third of the fields without ever losing the page.

We offered 35% off annual plans to lock in upfront cash. However, cohort analysis showed that forced annual commitments led to low feature adoption and massive non-renewals at month 12. Monthly plans actually gave us higher LTV and better engagement.

Did pushing annual plans improve your cash flow or damage long-term retention?