Turning an idea into a working project follows a sequence: pick a problem worth solving, validate with real customers, build the smallest MVP, then worry about growth. This guide walks the four steps and how to practise decisions in a founder game.
Do not ask "is my idea good?". Ask: who hurts from this, how badly, how often? A strong problem scores high on pain, frequency and scale. With a weak problem, no solution — however clever — gets paid for.
Interview customers using The Mom Test (Rob Fitzpatrick): ask about past behaviour, never "do you like my idea?" — people say yes to be nice. Then build the smallest MVP that tests one assumption, not a perfect product.
Only once you have customers do you worry about scale: which channel works, cost to acquire a customer (CAC) versus lifetime value (LTV), and retention. Paul Graham calls this the time to "do things that do not scale" — serve customers one by one until you understand why they stay.
Reading is not enough. In Founder Rùa Vàng you pick one of 20 ideas and steer through 5 stages: each moment has 4–5 options, each decision shifting cash – product – customers – team – reputation. Play carelessly and you go bust with a "Failure Journal"; play well and you raise, then exit.