Verdant Robotics: Why Your First 6 Months Should Focus on Customer Discovery, Not Product Development

Verdant Robotics: Why Your First 6 Months Should Focus on Customer Discovery, Not Product Development

Technical founders often rush to build, assuming their expertise will guide product development. But Verdant Robotics took a radically different approach, investing their first six months purely in customer discovery. In a recent episode of Category Visionaries, founder Gabe Sibley revealed how this counterintuitive strategy laid the foundation for their success.

The Road Trip That Changed Everything

Instead of diving into product development, Verdant’s founding team hit the road. As Gabe explains: “We spent the first six months of this business on the road listening to growers… It was a two way dialogue. I was trying to peek people’s imagination around what was technically possible, but at the same time, really listening to try and understand what are the problems that you actually face.”

This wasn’t just casual market research. The team engaged in deep conversations that challenged both their assumptions and their potential customers’ understanding of what technology could achieve.

Breaking Through Agricultural Tech Stereotypes

One immediate benefit of this approach was dismantling preconceptions about their market. While many assume farmers resist new technology, Gabe discovered the opposite: “Growers are totally switched on businessmen, right? Like they run very complicated businesses. I’ve never seen a business that’s more econ 101 in terms of supply and demand and the quickness that these guys have to act.”

This insight fundamentally shaped their go-to-market strategy. Rather than focusing on educating customers about technology, they could engage in sophisticated discussions about business value and implementation.

The Two-Way Discovery Process

What made Verdant’s approach unique was its bi-directional nature. Instead of simply gathering requirements, they actively explored the intersection of technical possibilities and market needs. This led to what Gabe calls “aha moments where we recognized, hey, we’re sort of uniquely well suited to do that. Technically, it’s a very defensible play for us to do that, and a lot of value for the grower if we can pull it off.”

This dialogue helped identify opportunities where their technical capabilities could create dramatic value improvements – like “taking something that costs $3,000 an acre and doing it for $30 an acre through technology.”

Pivoting Based on Customer Preference

The extended discovery period also prevented costly mistakes in their business model. While they initially planned a service-based approach, customer feedback led them in a different direction. As Gabe recalls: “I think we wanted to run it as a service and as a service that looks really good, and the growers want it as something they can buy.”

Their response to this feedback was decisive: “If the customer wants it like x, you say okay… ultimately the value is there and how you get that in the hands of the growers almost doesn’t matter.”

The Compounding Value of Early Discovery

The benefits of this intensive customer discovery period continue to compound. Verdant now finds itself in an enviable position: “The customers, I’ve found, in my experience, are chomping at the bit… We’re really being pulled by the nose, and we’re more supply limited than we are demand limited.”

For technical founders, Gabe’s most emphatic advice centers on accelerating this learning process: “Get out early and sell it as early as you can so you can get some scar tissue. Just start getting scar tissue from your customer fast as you possibly can.”

This approach challenges the common technical founder’s instinct to perfect the product before engaging customers. Verdant’s experience suggests that deep customer understanding, developed before significant product development, creates stronger foundations for technical innovation and market success.