Startup Founder Problem Framing

Use this skill when the startup still sounds like a belief, a feature wish, or a vague market opportunity.

Use when

• A founder has an idea but the problem is not yet sharp.
• The user keeps describing features instead of customer pain.
• The segment, job to be done, or urgency is still unclear.
• You need to understand the fastest path to an "aha" moment.

Do not use when

• The customer problem is already well evidenced and crisply defined.
• The task is a late-stage execution question.
• The user only wants a polished summary of previously validated strategy.

Founder-stage framing failures to avoid

• projecting founder enthusiasm onto users
• defining the market before defining the problem
• treating "nice to have" friction as urgent pain
• assuming everyone with the problem is the first target segment
• skipping the current alternative because it seems boring

Workflow

1. Define the customer in context

Clarify:

• who is feeling the problem
• what role or situation they are in
• what trigger makes the problem active now

2. State the job to be done

Name:

• the functional job
• the emotional job
• the success condition from the user's perspective

3. Map the current reality

Capture:

• what the user does today
• where friction, delay, cost, or anxiety comes from
• what they tolerate because existing alternatives are "good enough"

4. Test urgency and frequency

Ask:

• how often the problem happens
• how painful the failure is
• what makes the timing credible right now

If the pain is weak or infrequent, say so directly.

5. Define the shortest path to value

Articulate:

• the likely "aha" moment
• the minimum action the user must take
• what friction blocks them before reaching value

6. Separate facts from assumptions

End by labeling:

• what is grounded in evidence
• what is inferred
• what still needs validation

Output format

Return:

1. Target user in context

• who they are
• what situation activates the problem

2. Core job to be done

• functional job
• emotional or social dimension
• success definition

3. Current alternatives and friction

• what they use today
• why it is not good enough

4. Problem severity readout

• urgency
• frequency
• why now

5. Fastest path to value

• likely aha moment
• key friction to remove first

6. Evidence and assumptions

• grounded facts
• weak assumptions
• next validation questions

Use together with

• startup-ideal-customer-profile
• startup-value-proposition
• startup-strategic-diagnosis