Particle Founder: I learned the most about entrepreneurship in the past year

1. The search for physical strength and the use of a large number of ai products, the appreciation of ai ' s real capacity for non-coding entrepreneurs, and the boundaries of current ai tools. I have built a full-fledged ai workflow, independently pushing a SaaS product that is even directly profitable and is currently being used on a small scale and is expected to be introduced in a few days。

2. A complete summary of entrepreneurship and lessons learned over the past year. I hope to be able to follow the rules of entrepreneurship and the future entrepreneurial trap that I can avoid。

One of the most touching of these is the law of entrepreneurship, which I hope has been followed by a recent public sharing by a prominent entrepreneur:

"Don't publish your product too early."

This is an answer from Google founders at a campus event in Stanford in December 25th。

In December 2025, in the context of the inauguration of the centenary of Stanford Engineering College, the co-founder of Google, Sergei Brin, was invited to a dialogue. The interlocutors are Dean Jonathan Levin and Dean of Engineering College Jennifer Widom。

One student asked how to start a business and avoid a trap:

Brin's core answer: Don't start a war before it's finished– He went straight to Google Glass, for example, to the effect that when you have a cool new hardware idea, you have to do it thoroughly, and then you have to do the jump, the dazzling launch。

This sharing is too sincere for most entrepreneurs to share some politically correct views in such activities, or some high-level chicken soup that sounds so encouraging but goes back to wondering exactly what to do. But Brin gave a very honest view。

We have spent so much time, so many mistakes and so many costs to understand the importance of this phrase。

Because we've always accepted the idea of entrepreneurship as a smart business, a lightning business, a priority for users, a fast iterative process。

Why may this be wrong, let's start with the central support of Bryn: because once the product is released prematurely, it is hard to tell whether you are on the right iterative path or whether you are constantly patching up so-called user desires. Once you start releasing signals, it's like you're on a treadmill -- you're tied to a delivery line, but you probably don't have enough time to do everything. But outside expectations get bigger and bigger like snowballs, and you don't give yourself enough time to digest, judge and deal with them。

In combination with my own experience of starting a business, there is another important reason why when you publish your product too early, it may mean you haven't thought about two things:

1. Now what drives the winner's birth: or is it not a product-driven opportunity。

2. Of course you don't know the next question: If it's a product-driven, what are the functions or performances or designs of a really driven product

1. We do not understand that the market still had a product-driven opportunity at that time (and not even an assessment of that possibility), that we attached too much importance to the so-called time window, and that, of course, we were too opportunity-driven and, at the bottom, the systemic laziness of the roll strategy。

2. since we do not assess whether there is a product-driven opportunity and, of course, cannot make optimal decisions in finding the core support of the driver, our difference is the “multi-chain” behind which we are perjured. however, the market proves that the bottom product driver of the trader can only be relied on: poor information (alpha, at least to make users feel alpha) or time differential (performance)。

It was only when Axiom came out, relied on product performance and quickly gained the largest market share in the late launch (which appeared to be a very competitive environment in the Red Sea). Why not 100 per cent, because we're still making mistakes, not going in Alpha and performance, and still being aligned and complete. And this is a mistake that we're still paying for him today, and we're now spending more time aligning our performance (a year before our product was released, and 90% of the people feel that the trade is meaningless)。

Simply put, it is too easy for us to start a business as fast+temporarily as if it were the truth, and to think about where the market competition is. And it's too easy to see any early feedback from users as a positive incentive, which can easily lead to an iterative error, and add to the sunk costs (time + emotion) of following up on rapid business adjustments (and even closing down)。

THIS IS PARTICULARLY TRUE IN THE AI ERA, WHERE TOOLS HAVE SMOOTHED PRODUCTIVITY GAPS AND STRENGTHENED INFORMATION EQUITY. THIS HAS LED TO A SHARP REDUCTION IN THE COST OF PRODUCTION OF PRODUCTS THAT ARE JUST PERFECT, AS WELL AS PRODUCTS THAT ARE NOT LEVERAGED IN THEIR DESIGN, AND TO THE LOSS OF MEANING OF THE TERM “ROLL ENTREPRENEURSHIP”。

Just like the saying: "What is more important when the light is on the earth?"。