Can you evaluate the services I'm offering and tell me if there is a strong enough value proposition?
Yes, there is definitely a strong enough value prop for most services that anybody could come up with. You could pull a service out of your ass and as long as it sounds reasonable, it's probably good enough for you to make money with it. The issue is almost always on the outreach and marketing side. If you’re trying to launch something like an STR platform to help property owners manage bookings, all the time and energy you spend building the product right now is basically wasted because you haven’t actually acquired any real customer interest. If you have acquired some customer interest, you can talk with the customer about ideas, get feedback, ask what they'd like to see, take notes, and use that to build the actual product later. That’s a market‑first approach: you market in the realm of ideas, which doesn’t require anything concrete. It lets you build a product people actually want, not just something you think is cool. The overlap between what you think is cool and what customers think is never one‑to‑one, so there will always be some waste.
We already work with any industry on anything they need—AI systems, business software, automations. The simplest way to start productizing is not to invent a new service, but to look at what you’ve already delivered that clients liked and double down on that. Make a list of every project you’ve done over the past year, pull the email threads, project files, and note the industries and types of work. Patterns will emerge: you’ll see which systems you built most often and, more importantly, which ones generated the most revenue. Use that data to decide which services to package. Then, reach out to the clients you built those high‑value systems for, remind them of the results, and ask for referrals and repeat business. Reactivating past clients is a low‑effort way to generate upsells—typically a 3‑4% uptake rate, and I’ve seen 15‑20% when I first started. Identify the most profitable, least time‑intensive product you’ve created—often an automated follow‑up agent or similar—and turn it into a repeatable checklist or product. Streamline the delivery: ask if you really need three discovery calls or if a single call or a form will suffice, reducing time investment and allowing you to raise prices, which is pure leverage. In short, catalog your past work, find the high‑margin, low‑effort services, market them to similar clients, reactivate old customers, and refine the process into a sellable product.
The value you deliver always comes down to three pillars: top‑line revenue, bottom‑line profit, and reduction of chaos. Think of it this way: you build a system that could generate $15k a month for a client while they spend 100 % of their time on it. If you can achieve the same $15k with half the time, or even scale it to $150k with full effort, you’re dramatically improving the top line. You also boost the bottom line by cutting unnecessary software subscriptions, reducing payroll, or trimming headcount. Finally, you lower chaos by giving founders organized systems that let their teams run themselves. If you can’t demonstrate any of those three, you shouldn’t be selling. That’s why many AI‑agent businesses fail—they sell tools without provable value.
You can sell before you build because you already know you can create the solution. Validate the idea by showing that similar systems exist and that you’re capable of delivering results. Instead of building a product first and then trying to convince someone it’s needed, sell the concept. Ask the prospect about their needs, understand what they want, and then build exactly that. It’s like fitting a peg to a hole: first identify the shape of the peg (the client’s need) and then create the matching product. This approach lets you avoid spending time on a solution that might not sell and lets you use the client’s commitment as validation to guide development.
I wish I had a magic formula, but the practical approach is to generate a list of potential niches and offers, then test them quickly. Pick enough ideas, throw them at the wall, and expect about a 50 % chance that any given niche is viable. The key is to avoid over‑planning; instead, focus on rapid feedback. Build a minimal product, reach out to as many potential customers as possible, gather their input, and iterate. A good starting point is the Maker School niche discovery template: list several niches, draft copy for each, and send outreach to see what resonates. Combine that with your copywriting skills and any automation templates you have, and you’ll quickly identify a market that works.