Opportunity definition
Customer, problem, wedge and the commercial assumption underneath it, written down, so it can be argued with.
01 · Build
What the market wants. Nothing it doesn’t.
Most products die of everything they didn’t need. We find the smallest thing that proves the business, build that, and put it in front of people who are free to say no.
The problem
Scope is where ventures quietly fail
Rarely from bad ideas. Usually from good ideas carrying twelve months of features nobody asked for. Every extra module is another month before the market gets a vote, and the market is the only vote that counts.
What you get
Four things, done properly.
The killing assumption
The one belief that ends the venture if it is wrong. We test that first, not the one that happens to be easiest to test.
A prototype real people use
Not a clickable deck. Something that behaves, breaks, and teaches you what an interview never would.
A first release with a verdict
Shipped, instrumented and honest about whether it worked. Continue, adjust or stop.
Build tracks
Four tracks. Four sets of rules.
Four technology tracks, not four industries. The discipline is the same everywhere. What changes is what breaks first: a model that drifts, a token nobody needs, a reconciliation nobody planned, a second month nobody reaches.
Process
How the work runs.
- 01
Define the opportunity and the customer.
- 02
Name the assumption that would end it.
- 03
Design the cheapest test that could disprove it.
- 04
Build the narrowest usable version.
- 05
Put it in front of people who can say no.
- 06
Decide: continue, adjust or stop.
Fit
Worth a conversation when…
- A defined customer you can actually reach
- A decision you are willing to lose
- Someone on your side who can make calls quickly
Not a fit
Probably not us when…
- A feature list already agreed with the board
- A launch date fixed before the problem is
- No route to real users during the build
Questions
What people ask first.
How long before something is in front of users?
Weeks rather than quarters, but the honest answer depends on what has to be true for the test to mean anything. After a short scoping conversation you should have a written plan with the first release dated.
Do you build it, or do we?
Either. EBG can assemble the team, work alongside yours, or hand over a validated specification. What does not change is that product direction stays connected to the build.
What if the test says stop?
Then it saved you the expensive version of the same answer. That is what testing first is for, and we will say it plainly rather than sell you the next phase.
Engagement scope, timelines and commercial structure are agreed per venture in writing. EBG publishes no client outcomes, portfolio classifications or performance figures without documented permission and evidence.
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