Most launches I see stall for a boring reason. The team builds for everyone and announces to no one in particular. Before you think about channels, pick the one customer who has the problem worst right now and can say yes without a committee. Then go talk to 20 of them before launch day. If you can't get 20 conversations, that tells you something about your positioning, not your marketing.

I'd treat launch as a sequence, not an event. Get five of those people using it quietly, fix what breaks, and ask them for the exact words they'd use to describe it to a friend. Use their words on your site and in your outreach. Then go loud in the one place those buyers already hang out, whether that's a Slack community, a newsletter, or a few creators they trust, instead of spreading thin across every channel.

Next step: write down your first ten customers by name or company. If you can't, start there. Happy to go deeper on a call if it helps.

Pete

Honestly the feature list is the easy part. Every delivery app has ordering, live tracking, payments, ratings and a driver app, and you can get most of that from a white label build or off the shelf pieces like Stripe for payments and Google Maps for routing. What kills these apps isn't missing features, it's density. If you don't have enough restaurants and enough drivers in one small area, delivery times get long, customers churn, and restaurants stop answering the tablet.

So I'd flip the question. Pick one neighborhood or one campus, sign 20 to 30 restaurants there by hand, and figure out what makes you different from DoorDash and Uber Eats for those owners. Usually that's lower commission or a niche they ignore, like late night, catering, or a specific cuisine. Then build only what that launch needs and add the rest once orders are flowing.

The business piece to model early is your unit economics per order: average basket, your commission, delivery fee, driver pay, and refunds. If that math doesn't work in one zip code it won't work in fifty. Happy to go deeper on the launch side on a call if it helps.

Pete

For a lot of the companies I talk with, yes, and it's growing fast. The catch is you won't see most of it in analytics because the referral data is spotty. The simplest way to measure it is to add a "how did you hear about us" field to your signup or demo form and watch for ChatGPT, Perplexity, or Gemini in the answers.

What seems to get you cited is being the clearest answer to a specific question. Pages that plainly explain what you do, who it's for, and how you compare to alternatives get picked up way more than clever marketing copy. Mentions elsewhere matter a lot too, like docs, comparison posts, Reddit threads, and podcasts where real people talk about you.

Quick test: ask a few AI tools the exact questions your buyers would ask, see who gets named, and look at which sources they pull from. That gives you a short list of pages to write and places to show up. Happy to go deeper on a call.

Pete

The tool matters less than people think. I've seen teams get great ROI on Mailchimp and terrible ROI on HubSpot, and the difference was almost always the list and the follow up, not the platform.

If you sell online, Klaviyo usually pays for itself because the abandoned cart and post purchase flows are so easy to set up. If you're B2B, I'd pick whatever plugs straight into your CRM so sales can actually see who's engaging and act on it. That handoff is where most of the ROI lives.

Before you switch anything, pick one number you'll judge it by, like revenue per send or meetings booked from email, and measure your current tool against it for a month. Then you'll know if a new platform actually fixes a real problem. Happy to dig into your specific setup on a call.

Pete

Honestly, I'd start with deliverability and work backward. Ask any provider about their shared IP reputation, whether you can move to a dedicated IP once your volume justifies it, and how they handle SPF, DKIM, and DMARC for each client you're reselling to. If one bad sender on a shared pool can tank your clients' inbox placement, nothing else on the feature list matters.

After that, look at how cleanly you can separate clients. A good reseller setup gives each account its own sending domain, its own suppression list, and its own reporting, so you aren't untangling a mess when one client gets complaints. Then check integrations against the tools your clients already live in, usually their CRM and their ecommerce platform, not the logo wall on the pricing page.

My practical next step: shortlist two or three providers and run a small real campaign through each to a seed list across Gmail, Outlook, and Yahoo. Compare inbox placement. That test will tell you more than any review you read online. Happy to go deeper on a call if it helps.

Pete

Involve a few merchants early, but do not wait on all of them to design the install path. Your buyer is the merchant ops or ecommerce lead who feels delivery pain. Your install path has to be dead simple for their checkout vendor or agency.

I would pick five merchants who already trust you, show them a mock of the two or three checkout questions and the value for their shoppers, and ask what would make them say yes. In parallel, figure out the lightest CRM or checkout plug in path so a yes can turn into a live test in days, not weeks.

Next step: run those five conversations this week and write down the objections. That tells you whether you need a self serve install or a short services assist. Happy to go deeper on a call if useful.

Start with investors who already lead seed rounds in your category, not a giant generic list. Look at who led the last two rounds for companies one stage ahead of you, then work that list through warm intros first.

A lead is usually someone who will write a real check, set terms, and help fill the round. Cold emailing random angels rarely gets you that. Prioritize funds and angels with a pattern of leading, then ask for intros from founders they already backed.

Next step: build a short list of twenty names with a clear why for each, and ask two or three founders for intros this week. Happy to go deeper on a call if you want help ranking that list.

Write each note so your acquaintance can forward it with almost no editing. Use their voice in first person, keep it short, and say why that specific investor is a fit.

A clean version looks like this. Hey Sarah, wanted to intro you to the founders at Acme. They are building billing tools for mid market SaaS and just hit their first million in ARR. Thought of you given your checks into similar fintech. Open to a quick intro call if useful.

One investor per note, three or four sentences max. The why has to feel personal or it reads like a blast. Happy to go deeper on a call if you want to pressure test a few drafts.

Large postal operators buy like other regulated enterprises. You rarely win with a cold product pitch. You win by attaching to a problem they already own, with a small proof they can defend internally.

I would start by naming one outcome they already measure (parcel density, retail foot traffic, last mile cost, fraud) and show how your service moves that number in one region. Package it as a pilot with a named sponsor inside the org, a 60 to 90 day window, and a kill or expand gate. Iron Mountain style deals take patience because procurement and risk need a paper trail.

Next step: find the internal owner of that metric (ops or commercial, not the general inquiry inbox), send a one page pilot brief, and ask for a working session not a demo. Happy to pressure test the brief on a call.

Those sites win retention less on the review page itself and more on becoming the habit layer for how buyers shortlist vendors.

What I see working: keep the account useful after the first comparison (saved shortlists, alerts when a category changes, buyer guides tied to a real purchase cycle), and treat vendors as a second customer with recurring spend for presence and leads. The sticky part for buyers is unfinished evaluation work they do not want to redo. The sticky part for vendors is pipeline they can attribute.

Next step: if you are building something in that lane, map one job to be done for the buyer after day one, then price a vendor package that funds that experience. Happy to dig into the motion on a call.