2 founders answer

What warning signs tell you it's time to pivot, not patch?

For Lauren, the sign was that Good Mind's entire original thesis — psilocybin and MDMA therapy — depended on a regulator moving: "you can't bet on what the TGA is gonna maybe do in the next five years... you can't build a business on an idea that maybe something will change."

2 founders on this question

Different founders, different playbooks. Here's how each answered — preview first, full take one click away.

LB
Lauren Barker
Good Mind Therapeutics · EP 30

For Lauren, the sign was that Good Mind's entire original thesis — psilocybin and MDMA therapy — depended on a regulator moving: "you can't bet on what the TGA is gonna maybe do in the next five years... you can't build a business on an idea that maybe something will change."

See Lauren Barker's full take

Good Mind's shell company was originally set up around psilocybin and potentially MDMA therapy — Australia being the only western country with that legalised therapy pathway. But the regulation was an "incredibly governance heavy model," the research still "very very early doors" and "inconclusive about what those results will look like for patients." Lauren's test was brutal in its simplicity: if the business only works when a regulator changes its mind on an uncertain timeline, it isn't a business yet.

It took "quite a long time and sort of gentle messaging" to bring the existing team around — her framing was "it's not that I don't like this idea," but that it's "a very exciting potential vertical for the future... not one that we're exploring today." The pivot question became: what can we make accessible now? The answer was ketamine — a treatment that was already available in Australia, where Lauren saw an underexplored first-mover opportunity.

HB
Hung Bui
AIducation · EP 10

For Hung, two tickers signalled a deeper problem. First, even though users signed up, "there was basically no activities on the platform."…

See Hung Bui's full take

Hung describes how founders get attached to their product and push through dry patches, so the question is how to tell a patch from a fundamental issue. Looking back, he realized the tools they'd built from the base of Personal AI were "a great set of tools and solutions, but they were not addressing the specific problems that our customers had." The signal that it was structural rather than a marketing problem was the combination of zero on-platform activity after signup and zero paying users — the two major tickers that told him they really needed to change.