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I have built a social networking platform that has been used by over 2 million people, primarily in the US. I have also tested waters in India with a vernacular social network that scaled to 500k users within 4 weeks of launch. I am bringing those learnings to help you build a community around your product. My latest venture was a SaaS platform that helps you build customer communities around your product.
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A few days ago, I spoke to a SaaS founder who was shutting down his company after just 9 months. He was returning the remaining capital to his investors.
Out of those 9 months, he spent almost 6 perfecting something that didn’t need to be perfect at all. Painful, but not uncommon.
And that conversation pushed me to write this.
Because this is one of the most common questions SaaS founders, PMs, and product leaders ask me:
“When should I optimize… and when should I just move?”
It sounds like something we all know, but it’s also something almost everyone struggles to do. Myself included.
Let’s break it down.
Every decision falls somewhere between two mental models: Maximizing and Satisficing.
Your survival depends on knowing which one to use, and when.
Maximizing is for decisions you can’t undo - the ones that shape your direction, your architecture, your long-term leverage.
Think:
Strategy and positioning
Core system architecture
Capital allocation
Long-term product bets
Key hires
These decisions deserve depth. They reward deep thinking and punish shortcuts. When done well, they compound over years.
When done poorly, they create painful holes you’ll spend years filling.
But here’s the trap I see founders fall into all the time:
They apply maximizing to decisions that simply don’t matter yet.
I’ve seen founders go 10 layers deep optimizing UI, pricing pages, onboarding flows, devops pipelines, or feature design… at a stage where even 10 users hadn’t touched the product.
The cost wasn’t the extra month they spent -
it was the momentum they never got back.
Maximizing is a weapon. Use it sparingly.
Satisficing is “good enough that it moves us forward.”
This is for:
MVPs
Experiments
Small feature tweaks
UI polish
Everyday operational decisions
Low-risk customer asks
It keeps the team fast, reduces cognitive overload, and keeps you close to the market.
I’ve always told my teams something simple:
Sometimes the smartest move is to ship the tiny improvement today instead of putting it in a backlog, waiting for 3 more customers to ask, and disappointing a high-value user who needed it now.
Speed builds trust.
Momentum builds morale.
Progress beats perfection.
This is where satisficing shines.
But just like maximizing has its trap, satisficing has one too:
Apply it everywhere, and your product becomes a patchwork of half-decisions.
Culture slips into “just get by,” and quality erodes silently.
On paper, everyone agrees: be selective.
In reality:
Urgency pushes us to take shortcuts where we shouldn’t.
Perfectionism convinces us to overthink where we shouldn’t.
And worst of all, exceptions slowly become norms.
What was meant to be a one-off deep dive becomes your default operating mode.
What was supposed to be a quick decision grows arms and legs.
Founders tell me this all the time.
And honestly, I still catch myself doing it too.
Awareness is easy.
Execution is hard.
If I had to reduce it to one principle:
Maximize only the decisions that carry long-term consequences.
Satisfice everything else so you can preserve velocity - and your sanity.
Because here’s the truth:
If everything is a maximizing decision, you burn out.
If everything is a satisficing decision, you plateau.
The balance is the game.
The next time you’re stuck in a loop, bouncing between meetings, debating endlessly, or feeling the weight of “this must be perfect,” pause and ask:
“Is this a bet I can’t undo?”
If yes — maximize.
If no — move.
This simple distinction would have saved that founder 6 months…
…and it can save your team far more.
Momentum is a startup’s oxygen. Guard it with intention.