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I completely agree. I think unless your startup or core competency is something like that, why shard your core product's development/IT/whatever work to support

I completely agree. I think unless your startup or core competency is something like that, why shard your core product's development/IT/whatever work to support an in-house product that's bound to have bugs(tm) right out of the gate? There very much should be a cost/risk analysis but there's an awful lot of NiH that honestly should be avoided if you can genuinely help it. You're still more than welcome to roll your own everything but you're just delaying your core competency to maintain something you could offload to someone that specializes in X, Y, or Z. I would also suggest if you do go that route, have accurate metrics on everything. How much time are you spending maintaining what essentially is a separate product? How much is it taking from your MVP or is it part of it? If you can translate that to cost then you can judge how much offloading that service would be to someone that specializes in it.

clickbyclick 12y ago
That's the straight dope. #truth Having worked on the IT and Biz side of tech companies (happily SaaS closing that gap daily) I can tell you the logic patterns are diametrically opposed. IT = born problem solvers, nothing is too big, small or complicated BIZ = friction solvers, nothing can be too efficient The struggle isn't that 'you' could do it (better, faster or even cheaper) in your mind... but that if isn't a core competency moving your business forward, write a check and let someone else handle the core. Break free from the burden of 'undifferentiated heavy lifting' and improve your core product. We sell a SaaS solution and in turn I write ~20 checks to other SaaS providers a month to keep me focused on improving our customer's experience.