A
Acquisition Repeatability Score: A diagnostic metric measuring what percentage of recent customers were acquired through a documented, repeatable process. Score of 83%+ indicates readiness to scale. (Chapter 10)
B
Bleeding Neck Metric: The specific, quantifiable metric that is currently failing for a target buyer. Must include specificity, quantification, causality, and urgency. (Chapter 4)
Borrowed Credibility: The use of institutional affiliations (investors, accelerators, advisors) to establish trust when the company itself has no brand recognition. (Chapter 2)
Bus Test: The heuristic for Sales Extraction completeness: "If the founder were hit by a bus tomorrow, could someone else close deals using only written documentation?" (Chapter 7)
C
CAC Payback Threshold: The maximum acceptable months to recover customer acquisition cost at each company stage. Seed: 6-9 months. Series A: 12-15 months. (Chapter 9)
Cash Test: A binary validation diagnostic: has anyone you do not personally know paid money for this product? If no, validation has not occurred. (Chapter 1)
Challenger Pivot: The moment in a sales conversation where the seller challenges the prospect's assumptions, reframing the status quo as a high-risk liability. (Chapter 5)
Channel-Stage Fit Matrix: A framework mapping acquisition channels to company stages based on economic viability. (Chapter 8)
Churn Tax: The implicit increase in effective CAC caused by customers who churn before payback completes. (Chapter 9)
Context Void: The absence of specific, actionable targeting criteria, leading to generic outreach that fails to resonate. (Chapter 4)
Cost of Inaction (COI): The calculated financial loss a prospect incurs every day they delay solving a problem. Distinct from ROI (future gain). (Chapters 3, 5)
D
Design Partner Trap: The failure mode where "design partners" (non-paying users) consume resources and provide misleading signal. (Chapter 2)
Discounting Trap: The failure mode where reactive discounts signal arbitrary pricing and desperation. (Chapter 3)
E
Economic Authority: The specific power to authorize spending and allocate budget. Identified by budget line ownership, not job title. (Chapter 4)
Economic Gravity: The underlying economic forces that determine whether a channel is viable at a given company stage. (Chapter 8)
F
Forensic Persona Audit: An economic targeting system that defines buyers by Trigger Event, Economic Authority, and Bleeding Neck Metric - not demographics. (Chapter 4)
Founder Trap: The stage where growth is capped by the founder's personal capacity to sell rather than by market demand, typically emerging between $20k and $50k MRR. The signal is that revenue tracks the founder's calendar instead of demand. (Chapter 7)
Founding Customer Offer: A structured offer to early buyers that exchanges early access, discounts, or product input for pre-launch payment. (Chapter 1)
Full-Cycle Rep: An account executive who prospects, qualifies, demonstrates and closes without handoffs. The correct profile for a startup's first sales hire, because it is the only one that tests whether the whole process transfers. (Chapter 7)
L
Laboratory Sprint: A time-boxed period (typically 30 days) of intensive outbound experimentation, structured around weekly hypothesis cycles. (Chapter 2)
M
Manual Sales Laboratory: A structured methodology for acquiring early customers (1-50) through direct, founder-led outreach. Emphasizes volume, documentation, and weekly iteration. (Chapter 2)
Minimum Viable Price: The floor below which pricing signals that you are not a serious solution. Varies by market segment. (Chapter 3)
P
PACED: The five phases of a B2B revenue engine in fixed causal order: Position, Activate, Capture, Embed, Develop, with a measurable gate between each. The engine's output is the product of the five gate efficiencies, not their average, and founder-led sales is the condition where the first three gates run through the founder personally. (Chapter 7)
Painkiller Narrative: A messaging structure built around Diagnosis, Cost Calculation, Status Quo Risk, and Resolution - leading with pain rather than possibility. (Chapter 5)
PMF Threshold Test: A four-part diagnostic for product-market fit: 40% Test, Repeatability Test, Stranger Test, and Retention Test. (Chapter 6)
R
Repeatability Audit: A four-part diagnostic at $100k ARR: Acquisition Repeatability Score, ICP Consistency, Channel Concentration, and Retention Durability. (Chapter 10)
Revenue Debt: The output a revenue engine forgoes, every cycle, to its single weakest gate. A weak gate does not subtract from the total; it discounts everything downstream of it, and the cost compounds. (Chapter 7)
S
Sales Extraction Audit: A five-component methodology for converting founder intuition into documented, transferable sales capability. (Chapter 7)
Second-Degree Strategy: A warm outreach tactic that asks existing contacts for referrals rather than purchases. (Chapter 2)
Shadow Protocol: The four-phase, roughly eight-week handover in which a new sales hire moves from observing the founder, to leading with the founder present, to selling alone with recorded review, to full ownership. (Chapter 7)
Stranger Test: A validation filter that excludes warm network contacts. True validation requires demand from buyers outside the founder's existing relationships. (Chapter 1)
T
The $10k MRR Trap: The phenomenon where startups stall between $5k-$15k MRR because they confuse early traction with product-market fit. (Chapter 6)
The 10x Threshold: The principle that your price must be less than 10% of the quantifiable value you create. (Chapter 3)
Transactional Validation Protocol: A methodology requiring that ideas be validated through actual financial transactions rather than surveys or signups. (Chapter 1)
Trigger Event: An observable occurrence that opens a buying window. Examples: funding round, leadership change, failed audit. (Chapter 4)
Playbook Summary
Phase 1: Validation proves that a specific buyer will pay for a specific solution - before writing code.
Phase 2: Positioning constructs a narrative and targeting system that makes buying feel inevitable.
Phase 3: Scaling builds the infrastructure that makes growth repeatable.
The $100k milestone is not a celebration. It is a diagnostic. The founders who treat it as an examination - auditing repeatability, retention, and economics - are the founders who scale beyond it.