This is the framework I use to form a responsible first view of a startup using only public information. It is designed to surface observations and questions — not to replace founder context, user research or internal data.

1. Understand the Startup

I begin by asking: What does the company actually build? Who is it for? What problem is it solving? How does the product create value? The goal is a simple, testable explanation of the startup before interpreting any details.

2. Understand the User Journey

I map how someone may discover the product, what happens before signup, what happens during onboarding and where a user reaches core value. I noticed that public journeys often reveal where assumptions, clarity or friction deserve a closer look.

3. Understand the Business Model

I ask how the company makes money, who pays, what action creates revenue and where the model may create friction. This may indicate where the product, incentives and user experience need to work together more carefully.

4. Analyse the Product

I look for an unclear value proposition, unnecessary complexity, friction, confusing UX, missing functionality and conversion opportunities. These are observations to investigate — not conclusions without evidence.

5. Analyse AI Opportunities

I ask where AI could create meaningful value, whether it is actually necessary, whether it could reduce user effort and whether it improves the product rather than simply becoming a feature.

6. Analyse Technology and Automation

I look for repetitive workflows, manual processes, integration opportunities, operational bottlenecks and opportunities to reduce unnecessary work.

7. Separate Facts From Hypotheses

Public information can reveal observations and potential opportunities, but internal metrics and user data are needed to confirm many problems. I use language such as “I noticed…”, “This may indicate…”, “I would investigate…” and “This is a hypothesis that should be validated…” rather than stating unverified assumptions as facts.

8. Identify the Highest-Leverage Opportunity

I prioritize opportunities based on potential user impact, business impact, implementation effort, evidence available and strategic relevance. I do not assign invented numerical scores.

9. Define the Next Experiment

An observation becomes useful only when it can be tested. I would turn the most relevant hypothesis into a practical experiment with a clear question, a small change or research step, and an agreed signal to review.

10. What I Would Ask the Founder

What is happening in the internal data? Which user segment matters most right now? Where do people hesitate, drop off or ask for help? What has already been tested? What would make this analysis meaningfully useful to the team?

Public information can show where to look. The real goal is to find what is actually happening — then solve it.