On Product Vision

In the lifecycle of any successful product, the notion of "vision" is a multi-faceted prism. The founder’s vision, the VC case, the marketing message, the sales narrative, and the product reality each represent a different angle of the same core idea, refracted by the unique priorities and constraints of each stakeholder. While these perspectives may not always perfectly align, they should never conflict. Misalignment is a red flag, but healthy variation in emphasis can strengthen the product when all parties work toward a shared goal.

1. The Founder’s Vision: The Spark

The founder’s vision is the genesis of the product—a bold dream driven by passion and the desire to solve a problem. It’s often idealistic, rooted in the founder’s personal experience, and unbound by the current constraints of technology or budget.

This vision sets the north star for the company, inspiring teams and partners to rally around a shared purpose. However, it’s natural for this vision to be interpreted differently depending on the audience. Founders must balance their altruistic or transformative goals with pragmatic considerations, such as monetization, to ensure the vision can be realized sustainably. Good products are built on visions that adapt to these realities without losing their essence.

2. The VC Case: Funding the Dream

When pitching to venture capitalists, the product vision takes on another form: a compelling business case. This version emphasizes scalability, market opportunity, and return on investment. While it may seem like a shift from the founder’s idealism, this isn’t about misdirection—it’s about highlighting the aspects of the vision that align with the VC’s goals.

Investors don’t expect founders to abandon their dream; they expect founders to show how their vision can also be a viable, profitable venture. Problems arise when the pitch doesn’t align with the product’s trajectory or when promises are made that can’t be fulfilled. Transparency is key: a vision that bridges passion with profitability is both honest and compelling.

3. The Marketing Message: Inspiring the Masses

Marketing translates the vision into a message that resonates with the target audience. This doesn’t mean inventing a new vision; it means packaging the product in a way that captures attention and drives engagement. While marketing often emphasizes the aspirational aspects of a product—concept cars, ideal use cases, or future visions—it’s not about deception. Instead, it’s about creating excitement for what the product can be.

The line between inspiration and overpromising is thin. Marketing must collaborate closely with product teams to ensure that the vision they sell is achievable, even if it’s aspirational. Good marketing makes the product’s potential tangible without straying into fantasy.

4. The Sales Narrative: Closing the Deal

Sales teams refine the vision into tailored narratives for individual customers. Where marketing might cast a wide net, sales focuses on solving specific problems for specific buyers. This requires nuance: emphasizing the aspects of the product that resonate most with the buyer’s needs.

However, like marketing, sales must stay grounded in reality. A pitch that oversells capabilities or promises features that don’t exist will erode trust and damage relationships. Good products support honest sales pitches that align with what the product can do, ensuring customers’ expectations are met or exceeded.

5. The Product Reality: The Truth of Delivery

At the core of all these perspectives lies the product reality—the experience delivered to the user. It’s where every version of the vision converges. While other perspectives emphasize what could be, product reality is what is.

Engineering and design teams must execute within constraints of budget, time, and technology, but alignment with the founder’s vision, marketing promises, and sales commitments is critical. Problems arise when product reality diverges too far from the other narratives. Good products ensure that every stakeholder’s vision is reflected in some measure of the final result.

Reconciling the Divide: Creating Alignment

The differences in emphasis between these visions are not inherently problematic. They become issues only when there’s misalignment or misrepresentation. To avoid this:

• Focus on Shared Goals: Ensure every perspective—whether founder, VC, marketing, sales, or engineering—is aligned with the product’s core value proposition.
• Encourage Collaboration: Regular communication between teams ensures that each interpretation of the vision informs and supports the others.
• Be Transparent: Don’t exaggerate capabilities or promises. A vision that is aspirational but honest builds trust and credibility.
• Adapt Dynamically: Understand that vision is not static. It evolves as the product grows, but it should always remain tethered to its original purpose.

Why This Matters

Good products are dynamic—they mean different things to different people and at different times. A founder’s dream inspires, a VC pitch secures funding, a marketing message excites, a sales narrative connects, and a delivered product satisfies. These perspectives aren’t contradictions; they’re complimentary.

By acknowledging and embracing these nuances, leaders can build products that don’t just survive but thrive in competitive markets. The key lies in ensuring every vision—no matter how varied—is rooted in a shared understanding of the product’s core value and purpose. It’s not about compromising integrity; it’s about leveraging perspective to create alignment and success.