Customer Discovery Planning
Customer Discovery Planning helps the founder or programme team create a practical plan for customer discovery plan, assumptions, interview targets and learning goals. Within Customer Discovery, Validation & Evidence, it turns a broad or uncertain area of the venture into a concrete Bertie work product that can be reviewed, improved and reused. The task is intentionally discrete: it should produce a specific artefact, decision, evidence item or risk signal rather than general learning notes.
Define a practical, sequenced plan for Customer Discovery Planning. The objective is to remove ambiguity around customer discovery plan, assumptions, interview targets and learning goals, give the founder a decision-ready output, and make it clear whether the venture should progress, repeat the task with stronger evidence, escalate to expert support, or move into a linked stage.
Bertie or a programme manager assigns Customer Discovery Planning when the venture needs a decision-ready output for this group. Typical triggers include group-gate reviews, evidence gaps identified by the co-pilot or founder request.
problem hypothesis; target customer assumptions; existing interviews or evidence; current alternatives; evidence log; specific context for customer discovery plan, assumptions, interview targets and learning goals.
Establish the precise commercial or product decision this discovery campaign must inform within a fixed timeframe. Define the explicit go/no-go boundaries and timeframe required to validate early hypotheses before capital deployment.
ObjectiveDefining this boundary prevents aimless qualitative chatting and anchors the campaign around a high-stakes venture decision. It ensures the venture spends discovery resources exclusively on generating decision-grade evidence for immediate progression.
What's expectedThe founder must document a clear decision statement detailing the exact venture choice to be made at the campaign's end. This must include explicit time constraints, resource allocations, and the specific strategic direction hanging on the results.
Open action arrow_forwardConsultant stress-test · 5 questions- 1.What specific commercial decision will be halted or greenlit based on the outcome of this discovery phase?
- 2.Why is your chosen decision horizon optimal, and what risk do you run if this timeline slips by two weeks?
- 3.How do you prevent customer conversations from devolving into general feedback rather than hypothesis testing?
- 4.What level of statistical or qualitative confidence does your investment committee require to accept these findings?
- 5.How does this specific decision point align with your overall runway and fundraising milestones?
- A data-room asset titled Customer Discovery Planning
- A practical plan with owners, sequencing, assumptions, dependencies, risks and next decision points
- It should update the venture DNA with specific evidence or decisions about customer discovery plan, assumptions, interview targets and learning goals, create a visible milestone in the founder journey, and generate one or more recommended next tasks
Bertie co-pilot turns interview notes and customer signals into tagged evidence, detects confirmation bias, scores evidence quality, and recommends validation or MVP tasks. For this task, it should focus on customer discovery plan, assumptions, interview targets and learning goals, prompt the founder for missing inputs, draft or improve the output, flag weak assumptions, and record the result back into the relevant data-room section.
A mentor or evaluator can review the output at the group gate. Programme managers can require an advisor checkpoint before Bertie moves the venture forward.