Solid is a Web 3.0 protocol whose main goal is to reshape the relationship between users and their data. Solid is an evolution of the web as we know it, decoupling identities, data and applications. The goal of this new data architecture is to enable new user experiences where the data is organized around and under the control of the individual, with native consent and access control out of the box.

Solid is based on the following key concepts:

• Decentralization: unlike traditional data architectures where data is stored around applications, creating silos of information, Solid introduces the concept of a Pod (Personal Online Datastore) where data is stored and organized around the identity who controls that data. This allows users to have fine-grained control over where the data is stored and who can access it.

• Interoperability: data in Pods is stored using a standard and open format called RDF (Resource Description Framework) and can be accessed via common web protocols (HTTPS). This ensures that different applications can read and write data to the same Pod using a single universal API, promoting interoperability.

• WebIDs: Web Identifiers are unique URIs that serve as an identifier for an entity in Solid. These IDs are an extension of OIDC, allowing for a frictionless integration with existing IdPs and seamless transition to Solid apps for users with existing platform identities.

• Solid Pods: Pods are secure data stores where users can store their data. A Pod is a construct where a user can have multiple Pods and all data is discoverable by applications through the user’s WebID and available through the individual’s consent. From a user’s and application’s perspective a user’s Pod is the place where all the user’s information resides but from an implementation perspective there are multiple Pods where each Pod stores different information based on regulations and requirements. For example: a user might have a banking Pod where they store all their banking information like credit card transactions, a health Pod where they store their medical records and a Photos Pod for their family pictures, each in a different hosting provider, all linked to the user’s WebID.

• Privacy and security: data is stored in fewer locations and under the user’s control, minimizing data duplication, the risk of data breaches and unauthorized access to personal information.

• An evolution, not a revolution: Solid is an evolution of the web as it sits on top of existing technologies like HTTP, Web Servers, OIDC for authentication and RDF for data formatting. This makes it easier to integrate with existing applications and services, while benefiting from 30 years of technology maturity in terms of security, robustness, scalability and performance.

• Open specification: Solid, being a W3C open specification, prevents vendor lock-in and sets a strong foundation for a thriving ecosystem of developers and vendors in the long term.

In a world where innovation stagnates under extractive data models, Solid proposes a new data architecture that creates value for consumers and producers of data. A way to organize information in a more equitable and scalable fashion for a world that lives and thrives on data sharing.

As a product manager, I was once criticized for not being passionate enough about a specific technology. This feedback took me by surprise and prompted me to reflect on the role of technology in product management.

This technology had a fervent following, with a vision of transforming the world. You either 'believed' in it or you didn't, almost like a religion. Yes, I'm talking about blockchain. In this case, a particular decentralized protocol based on ethereum was underpinning the main product and I was told was I was not the best product manager I could be if I didn’t "believe" in it.

I don't have anything against blockchain, on the contrary; I am a firm believer in Web 3.0 and a future where individuals control their data, using it to their benefit securely and privately. However, I am not married to blockchain or any specific technology. Let me set this straight, I don’t believe there’s anything wrong with blockchain. On the contrary, I believe it’s a great technology to solve many problems, but I’m not fanatical about it. As a product person, I’m fanatical about user’s problems not one technology or another one. Let’s talk about why that’s important for a product manager.

The feedback came from a technically adept person. Sometimes, technical experts can interpret criticism of a technology's suitability for a specific problem as a critique of the technology itself.

In product development, the opposite issue can arise: engineers might become overly invested in their preferred technologies. With deep knowledge of their 'hammer,' everything starts to look like a nail. Engineers may attempt to solve every problem with their preferred tool. And it makes sense, it takes a long time to master a particular tool or technology and once you do, you don't want to throw that away. And the truth is you don’t have to. To a certain degree I think it's okay for engineers to apply this logic, the trade-offs of researching and learning new technologies for a particular problem can be quite big versus using the tools that you are familiar with to solve the problem at hand, even if they are not the most efficient ones to solve it. You have to consider the opportunity cost of how much time and effort are you going to spend trying to find a better tool vs just getting the job done with the tool you know. 

For a product manager, the approach should be different: you should not be tied to any specific tool or technology. Technologies evolve, and there is always something better on the horizon, driving progress.

As a product manager, your commitment should be to the problem and the customers it affects. Your quest is to identify demand. Your job as a PM is not to build something shiny to attract demand but to identify demand and build a solution for it. Product managers must thrive in the problem space, understanding its nuances, the market landscape, and the key players—users— and find the connections between all the dots. That’s the input we use to put together a product strategy, product roadmap and go-to-market strategy.

Products exist in the problem space, while engineering resides in the solution space. This separation is essential. Now, where does tools and technology belong to? Tools and technology belong to the solution space -to engineering-; and that means product people should detach themselves from any technology when it comes to understanding the difficulties your customers face and bringing a solution for them. A product manager -a technical one in particular- needs to understand the technology that underpins its product, but not be married to it. Being attached to the hip to a particular technology as it will only constraint your ability as product manager to articulate and visualize a potential solution. If you are tied to a technology, the solution will be limited by the technology’s capabilities, restraining your abilities to articulate an optimal solution for the problem at hand. 

PMs should be passionate about identifying customer problems. Engineers should focus on crafting elegant solutions, choosing the right tools for the job.

At the heart of every successful startup are a few fundamental truths: a relentless pursuit of goals, a team driven by mission over money, and a culture that thrives on stepping out of comfort zones.

The Essence of Urgency

Startups, inherently unstable and unproven, operate in a constant state of flux. Without the safety net of stable revenue, they burn through capital in the quest to deliver something revolutionary—a product that not only attracts customers but also retains enough value to fuel further innovation and growth. This journey often involves securing multiple rounds of investment to extend their runway, each tranche designed to propel them toward the next milestone.

The clock is always ticking for these ventures. They're in a perpetual race to create and capture value before their resources dry up. Every step is a leap towards uncharted territory, aiming to solve real-world problems and achieve product-market fit. In this relentless pursuit, there's no luxury of pause; learning and evolving must happen on the fly. Minor victories are acknowledged, but the focus swiftly returns to the overarching mission.

Imagine the startup journey as a marathon with an added twist: participants must invent their running gear en route, all while keeping pace. This race is not just about speed but also innovation—developing new strategies, technologies, and methodologies in real-time. And in this competitive landscape, only the most adaptive and cohesive teams stand a chance at victory.

Team dynamics are crucial. Each member must be prepared to go the extra mile, compensating for the inevitable gaps and inefficiencies with sheer perseverance. Egos and complaints have no place here; the collective goal transcends individual ambitions. Success hinges on the ability to innovate collaboratively, crafting novel solutions and forging paths previously untraveled.

In essence, the startup world demands more than just participation; it requires a commitment to constant evolution, a willingness to embrace the unknown, and an unyielding drive to push beyond conventional limits.

The Start-Up Stages: A Roller Coaster of Challenges and Opportunities

Embarking on a startup journey is akin to setting off on an exhilarating, unpredictable adventure. Startups, as diverse as they are, generally traverse through several stages – each demanding a unique set of skills and mindset. In this blog, I'll delve into the early and venture-funded stages, the most dynamic and challenging phases.

Early Stage and Venture Funded: Not for the Faint-Hearted

If the word 'predictability' is high on your vocabulary list, brace yourself – startups might throw you a curveball. However, don't let this dissuade you just yet. The chaos and rapid shifts that characterize startups could very well be the elements that make them a perfect fit for you. In a startup, today's robust business strategy might become tomorrow's discarded plan. Leadership treads a fine line between instilling confidence in their teams and continually reassessing strategies to discover the one that truly resonates with the company's vision.

The Myth of Quick Success

Some enter the startup world with the belief that finding product-market fit is a quick process, achievable within a year or two. The reality is often different. Many startups spend years – think 3, 4, or even 5 years – iterating and refining their model to achieve that elusive product-market fit. It's like climbing a mountain, reaching what you think is the summit, only to realize there are several hundred meters more to go. And sometimes, it dawns that you're climbing the wrong mountain altogether, necessitating a strategic pivot, one that might shake the fundamentals of your business model. 

Remember, some of the most successful companies have pivoted once or twice on their journey, so there's nothing inherently wrong with pivots. Slack is a great example of this as it began as a gaming company and ultimately pivoted into an enterprise communication tool. - Company pivots is such an interesting subject but I'll leave that to another post.

The Upsides: Making a Mark and Professional Growth

Joining a startup offers you a unique opportunity to leave a significant imprint, crafting a legacy that is distinctly your own. No matter your prior experience, you'll find yourself in a pivotal role where your ideas are not only heard but valued; where you can propose changes firsthand, lead by example, and create processes from the ground up. Such direct contributions are rarely available in established companies. Startups inherently push you out of your comfort zone, entrusting you with responsibilities and tasks that may be entirely new to you. Sometimes you'll navigate these challenges with guidance, other times you'll forge ahead solo. This dynamic environment is ideal for those who thrive on overcoming challenges and view every obstacle as a stepping stone to personal and professional growth. For the daring and the determined, a startup is not just a workplace—it's the ultimate playground for ambition and innovation.

The Compensation Conundrum

In terms of compensation, startups generally don't offer the highest salaries, often banking on the potential future value of stocks. My journey has seen its share of highs and lows – from achieving some financial freedom with a successful startup to experiencing ventures where the equity ultimately held no value. I've witnessed many colleagues transitioning from one startup to another, chasing, but not always catching, that significant payoff. It's a high-risk, high-reward scenario, and the financial upside may not always measure up to what established companies offer, particularly when you factor in the comprehensive benefits.

However, for those at the beginning of their careers, prioritizing professional growth can be a wise strategy. Startups, as dynamic and fast-paced environments, can accelerate your career development significantly. A single year in a thriving startup can equate to several years' worth of growth in a more established company, provided you fully engage and leverage the opportunities presented. This aspect on its own makes startups an attractive option for early career professionals, offering a unique platform for rapid skill development and career advancement.

Final Thoughts

Don't join a startup solely for financial gain; the real allure lies in the company's mission and the exhilarating opportunity to be part of something groundbreaking. It's about collaborating with a team that shares your passion for making a tangible difference. In a startup, your voice isn't just heard—it resonates. You're not only a participant but a significant contributor to the company's culture, an opportunity seldom found in larger, more established organizations. This is your chance to say, 'We achieved this together,' and to take pride in that collective accomplishment. It's about embarking on your own hero's journey, navigating the highs and lows, and emerging with the invaluable experience of having led critical initiatives, even if every battle isn't won.

Startups are much more than mere workplaces; they are breeding grounds for innovation, personal development, and resilience. They require an adaptable, tenacious, and trailblazing spirit. If you're prepared to face the unpredictable, make meaningful contributions, and grow exponentially in both your professional and personal life, then the dynamic world of startups is calling out to you.

In the thrilling yet turbulent waters of early-stage startups, one truth remains constant: uncertainty. As a product manager with ample startup experience, I've seen firsthand that no matter how adept we believe we are at understanding the problem our innovation aims to solve, the world often proves more enigmatic than our predictions. This inherent unpredictability isn't a flaw; it's the essence of innovation. We are, after all, agents of change in a world resistant to it.

The Resistance to Change

Our role is to be pioneers, to introduce something different — and difference begets change. But herein lies the crux of the challenge: change is daunting. Despite what we often profess, the fear of change is a universal human condition. Innovation, therefore, comes with what I like to call an 'adoption cost'. And let's be clear, this is a cost most are hesitant to incur. As innovators, it's crucial we comprehend this to sidestep potential frustration — both ours and our customers'.

The Quest to Lower Adoption Costs

The quest to lower adoption costs is relentless. It requires a dialogue, a continuous interrogation of the status quo. It involves asking the right questions and not just once but in an ongoing pursuit to make the innovative palatable and, more importantly, desirable.

Aligning Vision with Problem

Every new product under development is a solution in search of a problem. But not just any problem — the right problem. The key to product-market fit is to precisely identify the problem your customer experiences and to align your product and message to their perception of that problem. 

The Art of Listening

When engaging with customers, it's not just about what they say; it's about what resonates. There's an art to listening that goes beyond hearing words — it's about understanding the underlying chorus of needs and pains. Listen actively, listen empathetically. Then, speak back in the language that echoes their sentiments. This is how your product transitions from being a mere option to a necessity, from an outsider's innovation to an insider's painkiller.

Assessing Your Audience

But what if the resonance is faint? What if the message, despite its clarity and empathy, falls on disinterested ears? This is a sign — a sign that perhaps you're conversing with the wrong audience. Finding the right audience is as crucial as crafting the right message. 

The Unrecognized Pain

And then, there's the possibility that your audience is so accustomed to discomfort that it no longer registers as pain. This is a unique challenge. How do you sell a painkiller to those who have forgotten what it feels like to live without pain? Here, your innovation must not only solve the problem but also reveal the problem to those who have become blind to it.

In conclusion, finding product-market fit is akin to navigating a complex maze — one that requires understanding, adaptability, and a profound connection with those you wish to serve. It's a journey of discovery, of communication, and ultimately, of transformation. As product managers, our mission is to bridge the divide between innovation and adoption, to turn the unfamiliar into the indispensable. In doing so, we not only create products that fit the market but also products that transform it.