About John Kim
In a 2025 clip, John Kim stated that the most common mistake startups make is failing to talk to enough customers. He said he is surprised when founders report speaking to only three to five customers per week, arguing they should be speaking to that many per day. Kim also cautioned that founders often over-index on their strengths—engineers may focus too much on product development, while outward-facing founders may spend excessive time networking—and advised that nothing else matters until a strong product-market fit is found.
In a 2018 appearance, Kim described working for a Fortune 500 company as "one of the most dangerous career things you can do," arguing that such companies are not nimble and that C-level executives lack the courage to resist investor pressure, leading to layoffs. However, he also said he would hesitate to recommend that people leave a W-2 job where they are still learning, noting that some may later find their skills are inadequate. Kim expressed support for 1099 work, stating it can provide greater job security through diversified income streams.
Source: AI-verified profile updated from John Kim's recent appearances.
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Transcript (1 segments)
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John Kim0:00
I'm so surprised by a lot of founders when I ask them, 'How many customers did you talk to last week?' They're like, 'Oh, I talked to three customers last week or like five customers last month.' I'm like, 'Are you kidding me? You need to be talking to three or five customers a day.' People who are good with one thing tend to overlook the others. So for instance, if you're an engineer, if you love building great products, you will be naturally biased towards spending more time on product. So instead of spending more time with customers, you're like, 'Oh, you think you have an idea about customers? You try to go and build it before even talking to customers or validating from customers.' If you're so outward facing, you'll be attending so many networking parties, going to every single conference, going to every single speaking event, but you don't go back to the fundamentals of building a strong product. So think about what your strengths are and try to make sure that you are balancing out talking to customers and building a fantastic product. Try to deprioritize everything else. None of that really matters until you find a strong product-market fit in the early days. None of it else matters.
