Building a Scalable Feedback Engine from Scratch

From Feedback to Fuel : Building a Scalable Feedback Engine That Actually Powers Growth

I’ve written about this before, and it’s my personal mantra : 

Good businesses talk to their customers.

Great businesses listen to them.

Exceptional businesses make customer needs the centre of everything they do.

But how do you actually do that?

How do you scale customer feedback in a way that drives innovation — not just more data entry?

How do you ensure that as your business grows, your connection to the customer doesn’t shrink?

Let’s break it down.

The Real Risk of Growth

There’s a quiet paradox baked into success : the more your business grows, the easier it becomes to lose touch with the very people who helped you grow in the first place — your customers.

It happens all the time. You hit traction. You build processes. You get busy. Suddenly, customer feedback isn’t something you’re living and breathing every day — it’s a report you look at once a quarter.

That’s not how you build an enduring business.

To stay close to your customers, even as you scale, you need more than a suggestion box and a feedback form. You need what I call a Scalable Feedback Engine.

What Is a Scalable Feedback Engine?

It’s the system that keeps the voice of the customer alive in your organization — even when you’re not in the room.

At its core, it’s a combination of :

1. The right tools
2. The right processes
3. The right person (a champion who owns it)

Let’s walk through each layer, and how they come together.

Anatomy of a Scalable Feedback Engine

To function well, your feedback engine needs five key components :

1. The Champion

This person is the voice of the customer inside your business. They synthesize insights, communicate them to decision-makers, and advocate for change. Without a champion, even the best research dies in a slide deck.

2. The Surveying Layer

This is how you collect input — surveys, polls, feedback forms. Tools like Google Forms, Typeform, or SurveyMonkey fall into this category.

3. The Data Aggregation Layer

Once data is collected, you need to make sense of it. This layer helps you clean, sort, and visualize feedback. Think Excel, Google Sheets, or BI tools like Looker Studio or Power BI.

4. The Insights Layer

This is where human intelligence comes in. It’s how you convert raw data into useful conclusions. Often, the format here is a presentation, a report, or a strategy brief.

5. The Communications Layer

This is how you reach out to customers to collect feedback, and how you report results internally. Email, SMS, WhatsApp — whatever channels your customers already use.

A Real-World Example

Meet Sylvie.

Sylvie is the feedback champion at her company. Here’s how she runs her engine :

• She sends a survey using Google Forms (surveying layer)
• She builds the campaign in Brevo (communications layer)
• She analyzes the responses in Google Sheets (data aggregation)
• She prepares a PowerPoint presentation for stakeholders (insights layer)
• She schedules follow-up discussions to socialize the findings

Sylvie’s system isn’t complex — but it’s effective because she drives it with consistency and clarity.

Tools of the Trade : What Belongs in Your Stack?

Let’s run through some go-to tools for each layer of your feedback engine.

Communications Layer

Your existing marketing tools often work well here. Look for ones with strong integration capabilities.

• Brevo (Email, SMS, WhatsApp)
• MailChimp
• Klaviyo
• Twilio SendGrid
• Zoho Campaigns

Pro tip : Create a dedicated feedback list that’s opt-in only. Never use it for general marketing — respect is currency.

Surveying Layer

For building and deploying surveys :

• Google Forms
• Microsoft Forms
• Typeform
• SurveyMonkey
• LimeSurvey (self-hosted)
• Gravity Forms (WordPress plugin)

Data Aggregation Layer

To analyze and visualize feedback :

• Google Sheets
• Excel Online
• Google Looker Studio
• Power BI
• Tableau Cloud

Insights Layer

Communicate learnings, not just data.

• Google Slides
• PowerPoint
• Canva
• Prezi
• A whiteboard and a marker

Bonus : Automation Tools

Use automation to connect your stack and reduce manual work :

• Zapier
• Make
• IFTTT
• Microsoft Power Automate

What Questions Should You Ask?

It depends on your business, but there are common patterns.

For Service-Driven Brands

Start with satisfaction and sentiment :

Net Promoter Score (NPS)

“On a scale of 0–10, how likely are you to recommend [Brand]?”

• 0–6 = Detractors
• 7–8 = Passives
• 9–10 = Promoters

Customer Satisfaction Score (CSAT)

“Based on your last experience, how likely are you to purchase again?”

Use a Likert scale :

• Very Likely
• Likely
• Neutral (some researchers prefer to nix this option, to prevent fence sitting — I’m one of them)
• Unlikely
• Very Unlikely

Avoid Bias

Don’t load questions with assumptions or emotional triggers.

❌ “If you’re a smart millennial, how much do you love our product?”

✅ “How likely are you to recommend [Brand] to a friend?”

For Product-Driven Brands

Dig deeper into usage, outcomes, and unmet needs. I use a variation of CSAT I call PSAT (Product Satisfaction Score).

Ask things like :

• How did you use the product?
• What were your expectations?
• What surprised you?
• What problems did it solve?

This helps you identify gaps between what you think you delivered and what the customer experienced.

What Makes It Scalable?

Tools are only half the equation.

Your stack becomes a Scalable Feedback Engine when paired with :

1. A clear process for moving insights to decision-makers
2. A champion who owns feedback and drives internal communication
3. Adaptable delivery formats (live meetings, async decks, dashboards)

The best feedback engines don’t feel like static systems — they feel like conversations.

And they keep evolving based on what you learn, too.

Final Thoughts

Customer feedback is not a luxury. It’s not “nice to have.” It’s your source code.

As your business scales, so must your ability to listen. To make sense of what you hear. And to take action on what matters.

That’s the difference between “talking” to your customers and actually building a business around them.

A Scalable Feedback Engine makes that difference visible — and powerful.

 — 

This article is a part of my series on topics for entrepreneurs, intrapreneurs, and people who just love building things. I podcast and post weekly with tools and guides on The Journey. 

Check out the companion piece to this article : https://6catalysts.substack.com/p/two-tin-cans-and-a-string

Your business didn’t change today — but your cashflow might be under threat.

The New Tariff Reality : What Global Brands Need to Know (and Do) Right Now

Ouch.

That’s the polite version of what many international brands said after the White House’s latest announcement on tariffs. With a sweeping new policy introducing near-universal import duties starting at 10% — and climbing above 50% in many cases — US trade policy has entered a new era of protectionism.

In this article, I’ll break down what these tariffs really mean, who pays them, and most importantly, how international brands and manufacturers can adapt. We’ll look at real-world warehousing and distribution strategies that can help mitigate the financial impact of these changes — and I’ve created a downloadable modelling tool to help you estimate the impact for your own business.

Whether you’re a seasoned global operator or a growing brand trying to crack the US market, this post is for you.

First, Let’s Get Something Straight

Tariffs are commonly misunderstood, so let’s clarify a few critical points :

• Tariffs are paid by the US importer of record, not the country that produces the goods.
• Tariffs are based on where a product was made or substantially assembled, not where it was shipped from.
• Tariffs apply only to physical goods, not to digital products or services.
• Costs are often passed to consumers, meaning higher shelf prices for American buyers.

So while these tariffs are aimed at penalizing foreign producers, the brunt of the cost lands squarely on US businesses and their customers.

The White House’s Message : “Build It Here”

The intention behind the policy is clear… shift production to the US But here’s the rub — supply chains don’t pivot overnight. Especially not value-added, capital-intensive ones.

Take the North American automotive sector. It’s taken decades to build a finely-tuned just-in-time (JIT) system. Upending that isn’t just about moving factories — it’s about reshaping entire ecosystems of materials, components, and expertise.

And even if a manufacturer does move final assembly to the US, they’ll still need to import parts. Many of those parts aren’t made domestically — or not at scale — and will still face tariffs. That’s why companies need more flexible strategies to respond in the short and medium term.

The Real Question… Where Should You Warehouse?

If you’re a brand based outside the US and selling into the US market, one of the most impactful levers you can pull is your warehousing strategy.

Warehousing decisions affect :

• When you pay duties
• Where duties are assessed
• Cash conversion cycles
• Delivery lead times
• Customer experience
• Operating costs

Let’s walk through the major options — and the tradeoffs that come with each.

Scenario A : Warehouse Goods in the US

You inventory your goods within the United States and fulfill orders domestically.

This is the most common setup for companies with an established US customer base. It minimizes last-mile costs and delivery times.

Pros

• Lowest delivery costs and lead times for US customers
• Simplified customs and compliance processes
• No need to track duty drawback eligibility
• No sales tax on import

Cons

• Tariffs are due upon import, regardless of whether goods are sold
• Tariffs are steep under new rules (10%–50%+)
• Duties are payable to US Customs shortly after import
• Deferring duties through bonded warehouses or FTZs is complex and expensive

TL;DR… Warehousing in the US is best for speed and simplicity — but it’s costly under the new tariff regime.

Scenario B : Warehouse Goods in Canada

You import your goods to Canada, store them there, and ship to US customers upon sale.

Thanks to four decades of free trade, US-Canada logistics are well-oiled. Efficient border crossings and integrated freight networks make this a viable alternative to direct US warehousing.

Pros

• Lower import duties (Canada averages 8.5%, often lower for FTA countries)
• Robust duty drawback systems and programs like the Export Distribution Centre Program
• Ability to consolidate US and Canadian inventory
• Access to major metropolitan hubs (Toronto, Montreal, Calgary, Vancouver)

Cons

• 5% GST is payable upon import (can be reclaimed via input tax credits)
• Longer delivery lead times to US customers
• Higher last-mile costs for US orders
• Seasonal rail congestion may affect transit times in certain corridors

TL;DR… Warehousing in Canada reduces duty pain and supports dual-market strategy, but adds cost and time on the logistics side.

Scenario C : Warehouse Goods in Mexico

You import to Mexico, warehouse near the US border, and ship across upon sale.

With one of the lowest average duty rates globally (2.69%) and proximity to US population centres like Southern California and Arizona, Mexico is an increasingly attractive option.

Pros

• Very low duties and taxes
• Access to IMMEX and VAT relief programs
• Proximity to major western US markets
• Mature border logistics infrastructure (Ensenada, Tijuana, Mexicali)

Cons

• 16% IVA (VAT) payable upon import (recoverable but affects cashflow)
• Longer lead times and higher costs for last-mile US delivery
• More complex compliance requirements for importers
• Less predictable customs clearance times than Canada or US

TL;DR… Mexico is a cost-efficient gateway to the western US, especially for value-focused brands — if you can handle the paperwork.

Hybrid Strategy : Use Both Canada and Mexico

Yes, you can split your warehousing strategy. Many brands may find that a two-hub approach — with inventory in Canada for the eastern US and Mexico for the west — yields the best balance of cost, flexibility, and risk mitigation.

But beware : managing a multi-site, multi-country setup is complex. You’ll need tight systems, reliable 3PLs, and a robust analytics stack to make it work.

If that’s too much, another hybrid option is to warehouse on both coasts within Canada (e.g., Vancouver and Toronto) and serve the US from those nodes.

A Note on Section 321

Until recently, businesses were leveraging the Section 321 de minimis rule to avoid duties on shipments under $800. That’s changed.

As of May 2, 2025, all goods of origin from China — including Hong Kong and Macau — will no longer be eligible for Section 321 exemptions. More countries may be removed from 321, especially those in Southeast Asia (to nix transshipping evasion).

This effectively closes a major loophole and makes warehousing strategy even more important.

Key Terms to Know

USMCA / CUSMA / T-MEC : The free trade agreement covering North America, known by different names in each member country.

3PL (Third-Party Logistics) : Contract warehousing and fulfillment services provided by a logistics partner.

Duty Drawback : A refund mechanism for duties paid on goods later exported.

Cash Conversion Cycle : The time it takes to turn inventory spending back into cash through customer sales.

Importer of Record : The party legally responsible for duties, taxes, and customs compliance when goods enter a country.

Last Mile : The final leg of delivery — from warehouse to customer.

What To Do Now

If you’re a brand or manufacturer outside the US, now is the time to run the numbers.

Start with your landed costs. Add in the new tariffs. Then model out how warehousing in Canada, Mexico, or both could change your cost-to-serve and your cashflow profile.

To help, I’ve built a simple Google Sheets calculator that lets you plug in your inputs and compare scenarios. You can also download it as an Excel file if you prefer working locally.

It’s not the kind of season where you can afford to wait and see.

Get ahead of the impact.

Download the tool and explore the full breakdown in my companion Substack post : https://6catalysts.substack.com/p/tariff-tantrums-minimizing-the-cashflow-new

Validating Ideas by Playing Make Believe

The Power of Make-Believe: A Better Way to Stress-Test Your Next Big Idea

There’s a powerful question that can change the way you think about building something new :

What would have to be true for this idea to be the best choice for our customer?

This isn’t just a thought experiment — it’s the foundation of a collaborative validation technique that I call The Alignment Method. It’s similar in spirit to playing devil’s advocate, but with a key philosophical twist : instead of trying to tear an idea down, you work together to construct the world in which it succeeds.

And that difference matters. Because instead of sharpening your defenses, you’re enriching your perspective.

From Criticism to Constructivism

While playing devil’s advocate thrives on opposition, make-believe is a cooperative exercise. A diverse group of participants from across functions — marketing, ops, legal, customer success, talent, product — join forces to imagine a world where your idea works brilliantly.

It’s a subtle shift, but a powerful one. This method doesn’t just test your idea. It builds alignment, creativity, and shared ownership across teams.

You’re not just validating an idea — you’re learning how to think like a system.

Let’s break it down.

What You’ll Need

You won’t need a research budget or a formal innovation lab. But you will need the right people and space.

Here’s what sets the stage :

• 3–6 participants, each from a different functional background
• A quiet, distraction-free room, ideally offsite or shielded from workplace noise
• A facilitator to guide the process and ensure it stays on track (can be you, but better if it’s someone neutral)
• Optionally, a scribe or AI assistant to take notes and summarize outcomes

This mix creates a healthy tension between imagination and execution. Diverse voices offer richer insights. A focused environment protects the mental bandwidth needed to build something meaningful.

And most importantly, everyone leaves the room feeling like a co-creator, not a critic.

What You’ll Do

The magic of this method lies in how it structures a creative group conversation. You’ll be constructing an imaginary — but plausible — world where your spark is the right move. Along the way, you’ll uncover assumptions, clarify gaps, and reveal the organizational shifts required to make that world a reality.

Here’s how to run the session :

Prep the Spark

Before you gather the group, prepare your idea as if explaining it to a complete outsider. Jot down key points. If the idea is complex, share a short written summary with participants ahead of time so they have context going in.

Set the Scene

Book a 1.5–2 hour block. Any shorter and you risk rushing the discussion. Any longer and attention spans start to fray.

Set ground rules :

• No one is here to criticize the idea.
• The goal is to collaboratively build the world in which the idea is the best choice for the customer.
• Keep contributions short and take turns in a round-robin format.
• “What if…” questions are gold — ask them often.

Then, define your customer. Is this an external buyer or an internal stakeholder? The exercise still works either way — just make sure the group shares the same understanding.

Present the Idea

Share your idea clearly, concisely, and without interruption (except for clarifying questions).

When you’re done, pose the anchor question to the group:

“What would need to be true in order for this idea to be the best choice for the customer?”

Build the World

Start a round-robin. Each participant answers the question by contributing one piece of the puzzle :

• Maybe marketing says, “Customers would need to already trust us in this category.”
• Legal adds, “Regulations would need to shift to make this compliant.”
• Ops notes, “We’d need to scale fulfillment by 30% without doubling headcount.”

Piece by piece, a world takes shape.

After a few rounds, the conversation will naturally open up. Participants will ask each other clarifying questions. Let this happen — but keep the tone constructive, not adversarial.

Refine the Picture

Once the world is mostly built, ask for suggested revisions. This is a second, looser round-robin where people can amend or elaborate on earlier contributions.

Facilitators should keep things moving, ensuring no one dominates the discussion but everyone is heard.

At the end of this phase, the scribe or facilitator reads back the full list of “must-be-trues.”

What Happens Next?

Now comes the truth test.

Ask the group :

• Is this reasonable today?
• What would need to change in our business to make these conditions true?

Let the group explore. Don’t force consensus — just surface insights.

Then ask :

“Overall, do you think this idea is viable and worth pursuing?”

Each participant gives a thumbs-up or thumbs-down.

For any thumbs-downs, ask why. Again, keep it exploratory — not debate for debate’s sake. You’re looking for friction points, not winners and losers.

Finally, gather all notes, contributions, and feedback into a shared document. This becomes both a record and a roadmap.

Why It Works

This isn’t brainstorming. It’s not a strategy session. It’s something in between: an exercise in collaborative foresight.

Here’s why it works so well :

• It promotes alignment. Everyone’s focused on a common goal: uncovering what conditions would make the idea viable.
• It avoids unnecessary conflict. Because the idea isn’t under attack, people contribute more freely.
• It creates rich insight. The diversity of perspectives helps uncover blind spots.
• It builds team trust. You’re modeling creative collaboration across silos.

In many organizations, this is the kind of structured yet human conversation that rarely happens — but should.

Where It Can Fall Short

Of course, it’s not perfect.

• It doesn’t scale well. More than 6 people and the session bogs down.
• Personality dynamics matter. Strong opinions or dominant voices can derail the process unless actively moderated.
• It’s not a replacement for market feedback. Internal alignment ≠ external validation.
• Groupthink is real. Especially if the participants are too similar or overly optimistic.

If your team is running hot — always busy, always reactive — this exercise can also fall flat. People need space to think for this to be effective. That’s why scheduling it as part of a leadership retreat or offsite often works best.

Ready to Try It?

If you’re building something bold and want a smarter way to vet it — without the usual resistance or performative brainstorming — make-believing it might just be your new favourite tool.

It’s lightweight. It’s collaborative. And it works as a forcing function to bring stakeholders together in a productive, focused way.

You’ll be surprised how much clarity a little imagination can create.

Want a head start?

I’ve included a downloadable template at the end of the original Substack post to help you run your own Make-Believe session. Check it out and dig deeper into this method in the original post : https://6catalysts.substack.com/p/testing-ideas-the-alignment-method-new

Talk to Strangers : Why Hitting the Sidewalk Might Be the Smartest Thing You Do for Your Business

There’s a certain kind of magic that happens when you step away from the whiteboard and into the real world. When you put your idea in front of people who have never heard of you, your company, or your vision — and ask, plainly, What do you think of this?

That’s the essence of this third validation method : street-level engagement. Unlike more abstract or collaborative techniques, this one demands action. Real conversations with real people. Unfiltered, unscripted, and often surprising.

It’s more hands-on than the other methods — and a lot more human.

You might think of it as founder fieldwork. You’re not launching. You’re not pitching investors. You’re talking to potential customers (or people who look like them) to see how your idea lands.

No algorithms. No spreadsheets. Just you, your spark, and a sidewalk full of possibilities.

Why Talk to Strangers?

Because they don’t care about your brand, your backstory, or how long you spent refining your pitch. They’re honest in a way that internal teams or loyal customers can’t always be. That honesty is gold.

This method mirrors the logic of market feedback — without needing to build a full product or run a pilot program. Done right, it can help you gauge early traction and interest, reveal unexpected blockers, and refine your messaging before you commit time or money to a larger launch.

And while larger companies often outsource this work to focus groups or structured surveys, early-stage builders can — and should — go direct.

Yes, it’s scrappy. But that’s the point.

What You’ll Need

Before you lace up your shoes and hit the sidewalk, you’ll need to do some thinking. This method isn’t about wandering aimlessly. It’s purposeful serendipity.

Here’s your kit :

• A plan. Know who you want to talk to. What do your ideal customers look like? Where might they spend time? Are they conference attendees? Transit commuters? Busy parents at a playground? Clarity here matters.
• An elevator pitch. Your idea should be explainable in 15–30 seconds. No jargon. No slides. Just clear, simple language anyone can understand.
• A note-taking strategy. Conversations fly by. You’ll want a teammate taking notes while you talk, or an AI assistant transcribing — but be mindful of privacy. Many people are uncomfortable being recorded, especially by strangers.
• A generous mindset. You’re asking for someone’s time. Respect it. Gratitude goes a long way — and offering a small token of appreciation (even just a warm “thank you” and a discount code) can leave a lasting impression.

What You’ll Do

The beauty of this method is in its simplicity. But that doesn’t mean it’s easy. Execution takes courage, curiosity, and a little finesse.

Here’s how to roll it out…

Craft Your Plan

Think through the customer profile you want to learn from :

• What are their habits?
• Where do they hang out?
• What are they likely to be doing when you approach them?

From there, identify where you’ll find them and how you’ll approach. Will you attend a trade show? Wander a busy commercial district? Set up a pop-up booth near a farmer’s market?

Most importantly: how will you build trust in the first few seconds? You’re not selling. You’re not pressuring. You’re inviting feedback — and people need to feel that.

Refine Your Ask

Prepare 2–3 open-ended questions to guide your conversations. Avoid yes/no phrasing. You’re looking for reactions, thoughts, and emotional signals.

For example :

• “Does this sound like something that would make your life easier?”
• “Have you ever run into this kind of problem?”
• “What would you need to hear to trust a company offering this?”

Stay open, stay humble, and be ready to go off-script.

Be Present — and Take Notes

Approach, ask, listen. No distractions. This is real-world signal-gathering in its purest form.

If working in a pair, have one person engage and the other take notes. If solo, jot down key takeaways immediately after each conversation — while the interaction is still fresh.

Note patterns, phrases that stand out, emotional cues (curiosity, confusion, laughter), and specific objections.

Say Thanks — and Leave a Door Open

Whenever possible, offer a gesture of thanks. A sample. A discount code. A follow-up invite to learn more.

This isn’t just about research — it’s also low-touch brand building. Make the interaction memorable (in a good way).

Real Talk : It’s Not for Everyone

Let’s be honest — this method can be intimidating. Talking to strangers requires energy, confidence, and a high tolerance for awkward moments. If you’re an introvert, this might feel unnatural at first.

But it gets easier with practice. And often, you’ll be surprised by how kind and receptive people are when approached with sincerity.

The first conversation is the hardest. The tenth is better. By the fiftieth, you might even start enjoying it.

Why It Works

There’s a reason this method continues to be used by everyone from scrappy startups to billion-dollar consumer brands:

• Unfiltered feedback. No echo chambers. No internal politics. Just honest reactions.
• Built-in exposure. Every conversation is a micro-touchpoint for your brand or idea.
• Second-order thinking. The diversity of interactions pushes you beyond the surface and into richer, more strategic insights.
• Creative energy. Being outside, away from your desk, shifts your perspective in ways spreadsheets can’t.

Even if you only gather a handful of genuinely useful insights, the process often re-energizes you in ways that surprise you.

Where It Can Fall Short

As powerful as this method is, it’s not without its limitations:

• Sampling bias. You’re not talking to a statistically valid cross-section of the market. And that’s okay — as long as you don’t treat the data like gospel.
• Time investment. Planning, execution, and analysis take real time. More than playing devil’s advocate or make-believe sessions, this method requires hustle.
• Unpredictability. You might strike gold in one conversation and hit a wall in the next five.
• Mismatch for internal ideas. This method is best suited to customer-facing sparks. If your idea is about optimizing an internal workflow or team process, talking to external strangers likely won’t help much.

And of course, some people simply won’t want to engage. That’s part of the process, too.

You Don’t Need Permission

Too many early-stage builders wait to do this. They over-prepare. Overthink. Wait for “readiness.”

But here’s the truth : the earlier you start engaging with real people, the faster you’ll learn what matters — and what doesn’t.

So make the pitch. Ask the questions. Say thanks. Repeat.

You don’t need a brand. You don’t need a product. You don’t even need a landing page.

You just need curiosity, a plan, and the courage to start a conversation.

Want to make your own outreach smarter?

I’ve included a polling plan template at the end of the original Substack post, which you can download or copy into your own workspace. It’ll help you organize your customer conversations and make sense of what you hear.

You can check out the full companion post and podcast episode here : https://6catalysts.substack.com/p/testing-ideas-the-customer-centric-new

Why Playing Devil’s Advocate Might Be the Best Move You Make for Your Business Idea

If you’ve ever taken a walk through startup Twitter or sat in on a founder roundtable, you’ve likely heard phrases like “stress test the idea” or “fail fast.” What people are really talking about — though they might not always realize it — is the contrarian method.

Sometimes framed as “playing devil’s advocate,” this technique involves flipping your perspective and actively trying to tear your own idea down before someone else does. Not out of pessimism, but out of discipline. Done well, this isn’t a downer exercise — it’s a form of creative resilience. It helps you see the cracks before they break under pressure.

And the best part? It costs almost nothing.

Why Tear Down Your Own Idea?

When inspiration strikes, we tend to treat our ideas like fragile eggs. Handle them delicately. Guard them from the world. But real-world impact doesn’t come from ideas that are sheltered. It comes from ideas that are sharp, adaptable, and tested.

Playing devil’s advocate is a fast, low-cost way to challenge your own assumptions and improve your odds of success. It lets you identify weak points early, refine the core concept, and uncover insights that might otherwise take months — or thousands of dollars — to surface through trial and error.

It’s also one of the few exercises that rewards skepticism. Not cynicism, but constructive scrutiny. There’s a difference.

So how do you do it well?

What You’ll Need

This is a deliberately lightweight approach. You don’t need whiteboards full of customer personas or a full research deck. You need three things :

1. A quiet space. Somewhere you can think clearly and talk freely.
2. A devil’s advocate. A trusted friend, colleague, or advisor willing to poke holes in your idea — not in you.
3. A scribe. Someone (or an AI tool) to take notes so neither of you has to break character.

This setup ensures focus, clarity, and good documentation — especially important when the conversation heats up or veers in unexpected directions.

What You’ll Do

The goal here is not just to stress test an idea. It’s to understand under what conditions that idea might actually work. That’s a subtle but critical distinction.

Here’s a step-by-step :

1. Prepare your pitch. Before the conversation, take time to outline your idea as if you’re explaining it to someone with no prior context. Think about what it solves, who it’s for, and why it matters.
2. Set the stage. Find a distraction-free environment and schedule enough time for deep conversation. Depending on the complexity of the idea, this might be an hour or an entire afternoon.
3. Clarify the ground rules. Your devil’s advocate isn’t there to play nice or agree with you. Their job is to find every assumption, gap, or flaw they can. But their criticism must remain focused on the idea, not on you. And as the idea owner, you agree to receive the critique in good faith.
4. Start the session. Your scribe begins note-taking or recording. You present the idea fully, ideally without interruption (unless clarification is needed).
5. Launch the inquiry. After your presentation, hand the mic to your critic with one deceptively simple prompt : “Why won’t this work?”
6. From there, the conversation should be free-flowing. Let it turn into a real discussion. You’re not defending the idea out of pride — you’re engaging with it so you can make it stronger. And your critic isn’t trying to kill your dream — they’re trying to help you build a sturdier version of it.
7. Wrap and reflect. When the session ends, the scribe summarizes the takeaways. These might include flawed assumptions, market risks, operational gaps, or even moments of unexpected clarity where the idea actually did hold up under scrutiny.

Optional but useful : sketch things out on whiteboards or paper. Visual thinking can clarify complex ideas in ways that conversation alone sometimes can’t.

Want to Go Further? Try Group Critique

While one-on-one sessions are great for speed and intimacy, you can up the stakes by bringing a small group together to play the devil’s advocate role collectively. This adds more perspectives, more domain knowledge, and — yes — more pressure. But it often leads to richer insights and more rigorous refinement.

It’s not for the faint of heart, though. Group critique can feel intense. If you go this route, be extra intentional about setting the tone and keeping things respectful.

Why This Works

Let’s talk pros :

• Minimal prep. Unlike formal research studies, this method requires little setup.
• Low cost. No expensive consultants or fancy software needed.
• Quick feedback. You get insight right away.
• Mental model testing. It forces you to articulate, and often challenge, your core assumptions.
• Versatility. It works as a stand-alone test or as a first step before deeper validation work like customer interviews or prototyping.

But it’s not a silver bullet.

Where It Falls Short

• Good critics are rare. Not everyone has the mix of tact and toughness needed to play devil’s advocate well.
• Bias creeps in. Even your most well-meaning friend carries unconscious assumptions that shape their feedback.
• Discouragement risk. The goal is to refine your idea, not abandon it — but strong criticism can shake your confidence.
• False security. Just because an idea survives a devil’s advocate session doesn’t mean it’s ready for launch. It’s a step, not a stamp of approval.

Which brings us to an increasingly popular twist…

Can AI Be Your Devil’s Advocate?

In a world of fast-moving AI tools, it’s tempting to replace your human critic with a digital one. After all, an LLM (like ChatGPT) is always available, doesn’t get tired, and never pulls punches out of politeness.

But there’s a catch — or three.

1. LLMs don’t think like humans. They generate language by predicting what sounds plausible, not by forming arguments based on reasoned critique.
2. They lack context. If your idea is highly specific, nuanced, or relies on market dynamics, they might miss the mark.
3. They hallucinate. AI can invent “facts” that sound right but aren’t. That’s not the foundation you want for a serious critique.

Used carefully, though, an AI devil’s advocate can still serve a purpose. It can help you rehearse your pitch, highlight obvious gaps, or offer counterpoints that sharpen your thinking. Just don’t rely on it for your final gut check — especially on high-stakes ideas.

The Real Value : Mental Fitness for Builders

If there’s a deeper reason this method works, it’s this : it helps you become mentally fit for entrepreneurship.

The path of a builder is filled with friction. Ideas collide with reality. Strategies evolve. Customers surprise you. Playing devil’s advocate builds the muscle memory you’ll need to adapt — not just to defend your ideas, but to evolve them under pressure.

It’s not just about saving time or money. It’s about building a mindset.

And when done regularly — with trusted peers or as part of a culture of open critique — it can dramatically improve the quality of your decisions and the viability of your ventures.

So the next time lightning strikes and a new idea grabs you by the collar, don’t rush to ship it or shield it. Pull it into the arena. Invite criticism. Make it sweat.

Then see if it still stands.

Want to learn more about how to test, validate, and strengthen the early sparks of your next big idea?

Dig deeper by reading the free companion post on Substack :

https://6catalysts.substack.com/p/testing-ideas-the-contrarian-method-updated

Why Customers Fall Out of Love With Growing Brands

A hot new startup forms, creates something that people love, and grows like crazy. It feels like everyone is talking about them, and the future seems bright.

Inside that company, things are exciting. And extremely chaotic — keeping up with explosive growth is a hard thing to manage.

Businesses which find their footing and grow like this often follow a familiar cycle when they get to their product/market fit inflection point. I’ve closely observed dozens which have gone through it over the course of my career.

The cycle usually goes something like this :

1 | Founder-led or exec-led teams explore and experiment, searching for the thing that sticks — and talk to customers relentlessly. They fold in that feedback, and iterate rapidly to improve upon what they’re doing.

2 | The business finds market fit and the thing that sticks. Hooray! Big problem solved. Teams now have some certainty about what’s ahead and can plan, then build. The future becomes less foggy, and less scary. But more daunting.

3 | The founder or execs turn their attention to growing capacity and scaling the business, and stop talking to customers with the same urgency and purpose. There are only so many hours in the day.

Some do continue to engage directly with customers, but there always comes a point in scaling where demands on time mean that founders and senior leaders can’t do this as much or as well as they did in the early days when finding the thing that sticks was all that mattered.

4 | Efforts to build capacity refocus on strengthening typical business-critical functions : demand-generation, production scaling, supply chain/service delivery, and structures to manage and grow staff headcount.

Sometimes, talking to customers is wedged into the bucket of marketing activities at this stage. Sometimes it’s forgotten about entirely. After all, market fit was uncovered — what more is there to do that involves talking to customers in a purposed, structured way?

5 | The business grows — through ups and downs — slowly becoming more disengaged from customers (especially as the volume of customers grows). As the months and years go on, staff positions turn over and are filled with people who lack the context of the early days and the relentless focus on customers. Often, these new staff are also missing the original purpose of the brand — the magical belief in the mission that helped coax the best out of everyone on the team.

6 | Eventually, something changes* with the market or customer base. It catches the business off-guard, and leadership and key stakeholders scramble to course-correct. Maybe it was competition. Maybe it was a changing customer base. Maybe it was an unintended shift in purpose or values that created misalignment with staff, with customers, or both. Revenues start to decline, but overhead doesn’t. Ut-oh.

The key thread in this cycle is that the voice of the customer eventually becomes lost in the noise that accompanies rapid growth. What founders and senior execs who find themselves in this position often neglect to do is preserve the importance of talking to customers in their company culture. They may have been great at it, but the individuals and teams who follow in their footsteps may not be (or may not even realize how important this is when it comes to sustaining innovation). Another key standout in this cycle is the distinction between customer service and customer insights. They’re not the same thing, though sometimes the assumption is that they easily could be (or should be).

OK, but what’s the paradox?

As the business finds success and begins to grow, it loses sight of how it became successful in the first place because it stops proactively seeking customer feedback. And, is then less able to replicate that success when the initial shine wears off.

* Something Changes.

This will happen, whether the business had maintained strong engagement with customers or not. The difference though, is that businesses which maintain strong customer engagement are better prepared when change comes, because there were warning signs that change was coming. Informed leaders are leaders who panic less, and teams that are informed are able to adapt with purpose rather than with knee-jerk reactions and guessing-games.

The Voice of the Customer

The voice of the customer is a colloquialism for understanding your customers’ wants and needs, and bringing the related feedback into the business in a way that creates advocacy for those wants and needs.

A part of the antidote for the paradox of success involves creating a structured, systemic approach to place the voice of the customer within the key action zones of your business (the intersections where it will drive innovation and positive change). The approach that you use to solidify the voice of the customer within your business needs to be robust enough to stand on its own when the founder(s) or execs start to focus their attention to scaling up.

This means that the right technology tools need to be built into your operations stack — but also the right supporting processes. And perhaps most critically of all, a champion needs to be chosen who will advocate for the customer throughout the business and spearhead efforts to engage with, understand, and distill both insights and opportunities from your interactions with customers.

Choosing Your Champion

Having the right person slotted into the role of champion for the customer is crucial for the success of building a Scalable Feedback Engine which delivers intelligence and the catalysts for innovation throughout the business.

What I’ve found from working with effective champions over the years is that there’s no one-size-fits-all definition. There are, after all, many roads you can take to get to your destination. However, the most effective champions share these characteristics :

• Strong critical thinking skills
• Strong research and analytical skills
• An adept, self-driven relationship builder
• A self-motivated learner who doesn’t need to wait to be shown how to do things
• A communication style that leans on both efficiency and empathy
• An insatiable, intellectual curiosity and a drive to uncover hidden truths

And it certainly doesn’t hurt if your champion is a product expert (though product expertise also naturally develops in a role like this).

Understanding “Customer Research”

There’s an entire industry that exists to perform customer research. And market research. And market insights. And customer insights. The terms sound the same, but they’re different — from the outcomes you’ll get from them to how you go about it.

First, let’s set a metaphor to orient ourselves — imagine a vast beach by the ocean, with people walking the sands and seashells dotting the shoreline. Instead of thinking of this as a tourist’s paradise, let’s think of it as a system with different parts and roles.

A customer is a buyer of certain goods or services, which creates demand for those goods or services (buyers who want them). With enough demand, there is sufficient opportunity for many firms to compete to win that business from customers. In our metaphor, the customers are the people walking up and down the beach, looking for seashells.

A supplier is a producer and/or seller of these goods or services, and suppliers exist to get a piece of the action (economists call this “capturing demand”). In our metaphor, think of a supplier as an individual seashell. There are many seashells on the beach, representing many suppliers competing for customers to pick them and make a purchase (taking a seashell from the beach).

A market is a collection of competing firms supplying similar goods or services which can satisfy that customer demand. In our metaphor, the market is the section of sand and water where the seashells can be found.

An economy is the collection of different markets where customers and suppliers interact to create and satisfy demand (sell and buy). In our metaphor, think of the economy as a zoomed out view of the world where all of the beaches are separate markets — each with different characteristics (size, location, colour of sand, types of shells) and customers (nationality, language, and varying desire for seashells or other things found on the beach).

There’s more nuance to it than this, but you get the idea.

Bringing it back to our efforts to understand customers, the different types of research activities line up with the above.

Customer research seeks to understand the needs, characteristics, and behaviour of the customers of a given supplier. Insights is the term applied to the usable information that comes from this research. So, customer insights are the learnings which can be acted upon.

Market research seeks to understand the needs, characteristics, and behaviour of the market itself — the interactions between the suppliers and customers, and the constraints or characteristics of all of the commercial activity which takes place within it. In our metaphor, market research would be the attempt to understand the sandy beach with the seashells as a whole system instead of the individual wants of the individual people picking seashells from that breach.

Economic research seeks to understand the very high-level view of how different markets overlap and interact with each other (macroeconomics does, anyway). It’s the 100,000 foot view of all of these market-based interactions.

Economic research is almost never conducted by suppliers, it’s too broad in scope to justify using the resources of an individual supplier — thus economic research tends to come from universities, governmental organizations, and think tanks.

Market research tends to be conducted by organizations that specialize in it, both public sector and private sector. This type of research is also generally too broad for an individual supplier to engage in it.

Customer research is usually performed by an individual supplier (or by another specialized firm on behalf of the supplier). I generally advocate for customer research to be conducted in-house, so that it remains close to the operational action zones of the company as it scales. Though, a model where an external firm conducts the research at the direction of a single point of contact inside the company can work too — especially if that same person takes ownership of refining the insights and assertively disseminating them as actionable information to different parts of the organization.

Fighting Off the Paradox of Success

Let’s tie everything together.

Giving your business a better shot at fighting off the paradox of success means preserving the place which the customer has within the organization — keeping their wants and needs central to your operations. A manageable way to do this as you grow as by creating a Scalable Feedback Engine, and installing a champion to harness that engine and nurture innovation in the organization by carrying the engine’s outputs to key stakeholders.

What’s that mean in practice?

1. Choose and empower a champion.
2. Design and deploy a research stack.
3. Use your research stack to engage with customers and collect feedback.
4. Distill the feedback into actionable insights and disseminate them through the organization.

This doesn’t mean that every insight generated from the Scalable Feedback Engine has to be actioned. Some insights may not be viable as a part of your product/service or process. That’s OK — the real value of maintaining a well-oiled program is that it structurally encourages awareness and greater understanding of your customer throughout the organization.

In turn, this will catalyze innovation in unexpected ways. And that’s a critical part of preserving your competitive moat as the business grows.

Want an actionable, step-by-step look at how to create a Scalable Feedback Engine in your organization? Check out my companion post, “Building a Scalable Feedback Engine from Scratch” on The Journey : https://6catalysts.substack.com/p/two-tin-cans-and-a-string.