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Ask HN: How to tell my client to stop working on his failing startup (or change)
TL;DR: I've been developing a software for an unexperienced startup founder, and we're stuck in a loop of "'urgent and important' change requests > create more bugs > delay release", while his finances (personal savings) keep getting worst. Even when the software will be ok, my client will struggle to sell it. He doesn't want to hear any warning, nor to change his approach. What should I do?
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I've been consulting as a developer during two years for a first-time solo entrepreneur.
Having been on his footsteps myself a few years ago, I've been uncomfortable with some behaviors of the client:
* not talking with other entrepreneurs
* not showing the product to actual users before it's ready
* spending all of his savings on the development
* having a development budget of about 30 k€ for a product that would sell for more than 10 k€ per client
* expecting a rock-solid enterprise solution ready for that budget
* continuously requesting changes
* neglecting testing of the product
* not listening to recommendations
Current situation is:
* client spent all of his savings on the development of the product
* we're stuck doing "changes > testing > new bugs > fixes" since months
* client does not want to freeze the scope, keeps requesting new features or changes
* client does not follow-up with his leads because he is not confident enough about software quality in order to charge for it.
* client would not conceive to give up his startup project
What should I do? I feel like we're just delaying the failure, and making the situation worst.
- jeffmould 10y agoSimple answer = quit. If you are only working as a consultant and continue to charge him for development, yet are complaining about an endless circle of changes, not to be rude, but you are as much part of the problem as he is. If you are unable to quit due to a contract or some other legally bound commitment, I would suggest stopping development and working to convince him to get a third party review. It could be something as simple as a communication breakdown between the two caused by frustrations from the entire situation. Having a third party give their opinion might help settle the matter out. If you aren't in a contract, and you want to continue to work with him for some reason, you may want to get a contract drawn up that lays out a framework for development and testing. Force him to the timeline and framework. In the end though, if he is scared to sell there is nothing you can do about it no matter what you try. Sometimes it is just better to cut your losses.
- one_shot_ask 10y agoThanks Jeff. > not to be rude, but you are as much part of the problem as he is This is not rude, and you're totally correct here. One of my biggest mistake in this project is not having said no to some requests when I should have. > Simple answer = quit Yeah, this may be the right thing to do at this point. I'll take a bit more time to meditate on it though...
- jeffmould 10y agoWent through a similar situation recently and completely understand it can be tough. I had started building a product was releasing often and starting to build momentum and enough revenue to pay expenses, then I brought in a partner who was scared to sell a product that wasn't "perfect". Development all but stopped as we went in a circle of new feature, fix bugs, etc.. In the end I made the break, but wish I had done it sooner. I lost a significant amount of development headway and revenue opportunities by telling myself to just give it more time. I'm back to being a solo founder, rebuilding lost momentum, and generating a little revenue again. My motivation tripled after I made the break. I know this isn't the exact situation and it wasn't your product to start, but my point is that the mental fight impacts you in the end and that part isn't worth the frustration in my opinion. Good luck!
- percept 10y agoIn addition to the commonsensical advice, a more radical suggestion would be that if you believe in the project and see opportunities the client doesn't, you partner up (with all the risk that entails). I've actually turned down opportunities like this one for the same reason: it hits too close to home. ("Just go hire somebody cheap on one of those freelancer sites.")
- JSeymourATL 10y agoBasic Rule of Consulting: If you can not improve the clients condition, don't take his money. Get a replacement client PDQ; find a way to exit this engagement gracefully. Incidentally, finding clients who display a high caliber of business acumen and success, can be hard. It's also well worth looking for.