Finding early users for a startup is more about searching than persuading. Most people aren’t early adopters, so founders need to identify those who are willing to take risks or have urgent problems to solve. The author shares a personal experience of being a first customer for a startup that provided a much-needed solution, highlighting that these early adopters are often not sensitive to price. Charging more for the first product can be beneficial because it attracts serious users who provide valuable feedback, even if they’re upset about the cost. To reach these users, founders should think beyond traditional marketing methods. Billboards won’t work; targeted outreach is more effective. Launching early is essential, as it creates opportunities for discovery. Founders should analyze early users closely, understanding their motivations and decision-making processes. Experimentation is also key. Adjustments to pricing or features can help refine the product, and losing an early customer isn’t catastrophic. Startups are more nimble than larger companies, able to adapt quickly without the fear of media backlash. The article also contrasts consumer and prosumer or B2B products, emphasizing that individual consumers typically have limited budgets for software. In the context of AI, this makes it harder for consumer products to thrive, leading many founders to target businesses where spending is less constrained. The analogy of a phylogenetic tree illustrates the evolutionary nature of product development; startups begin as basic entities and can evolve based on the feedback from early users. Tesla's approach to its Roadster exemplifies this, as it sought early adopters willing to buy an unconventional, high-priced vehicle. The demands of these early users shaped Tesla's future products, demonstrating how initial offerings influence the overall trajectory of development.