Know the market wants it before you build it
We test demand with the people who'd buy: jobs-to-be-done interviews to learn the problem, demand signals to size it, and a gap analysis that shows where the market is underserved — assembled into a research brief that says build this, not that.
Interviews
Jobs-to-be-done conversations, to learn the problem your buyer is hiring a product for.
Demand
Signals from search and adjacent tools, to size how real and how large it is.
The gap
What the market already covers, and the opening it has left underserved.
Marketing, Research & Strategy
Research that settles what to build, not just what sounds good
Most product bets fail because nobody checked whether the demand was real. We run jobs-to-be-done interviews to understand the job your buyer is hiring a product for, read demand signals from search and adjacent tools to size the opportunity, and map the market gap so your roadmap aims at an unmet need rather than a crowded one.
What the brief settles
A build decision you can defend
The research brief names which problem is worth solving and why, so a roadmap choice rests on interview evidence and demand data instead of the loudest opinion in the room.
Demand sized before spend
Demand signals from search volume, adjacent tools, and interview frequency give you a read on how many people have this problem — before you commit engineering months to it.
A gap worth owning
The gap analysis shows where the market is underserved, so you build into an opening competitors have left rather than a space three others already fill.
What we do
How the ground gets tested
Jobs-to-be-done interviews
Structured conversations with real and prospective buyers to surface the job they're hiring a product for and the trigger that starts the search.
- JTBD interviews
- Trigger mapping
- Problem validation
Demand signal analysis
Reading search volume, category trends, and adjacent-tool usage to estimate how real and how large the demand actually is.
- Search demand
- Category trends
- Willingness-to-pay signals
Market gap analysis
Mapping what existing products do and don't cover, so we can point to the unmet need your product should aim at.
- Coverage map
- Unmet-need mapping
- Opportunity sizing
Research brief
A synthesis that turns interviews and data into a clear recommendation on what to build, for whom, and why now.
- Findings synthesis
- Build recommendation
- Evidence trail
How it runs
Frame the question
Pin down the exact product or market decision the research has to settle, and who we need to talk to.
Interview & gather
Run jobs-to-be-done interviews and pull demand signals to test whether the problem is real and sizeable.
Map the gap
Chart what the market already serves and where it leaves buyers underserved, sizing the opening.
Brief the decision
Synthesize everything into a research brief with a clear build recommendation and the evidence behind it.
Why you dig before you build
The decision gets settled
A brief that names which problem is worth solving, and why, so the roadmap call rests on interview evidence. The loudest opinion in the room becomes one input among many.
You size it before you spend
Search volume, adjacent tools and interview frequency give a read on how many people have this problem before engineering months are committed to it.
You build into an opening
The gap analysis points at where the market is underserved, so the roadmap aims at an unmet need and steers clear of a space three others already fill.
Bad news arrives cheaply
Hearing that the demand is thin costs far less from a study than from a launch nobody shows up for. That's most of what the research is buying.
Selected work
What you get
3 things that survive the meeting
Research brief
The synthesis: what to build, who it's for, the demand behind it, and the evidence trail supporting the call.
JTBD interview findings
The jobs, triggers, and unmet needs surfaced from buyer conversations, with quotes and patterns.
Market gap map
A view of what existing products cover and the specific opening your product can own.
Where being wrong is expensive to find out later
B2B SaaS
Roadmap bets where a wrong call costs quarters, and where the buyer's real job is rarely the one written in the feature request.
Consumer apps
Crowded categories where the real question is whether anyone is underserved enough to switch. Liking the idea is the easy part.
Fintech
Problems people already solve with a workaround, which is exactly the thing worth interviewing them about.
Marketplaces
Two-sided demand where sizing one side and assuming the other is how the plan quietly breaks.
Hardware & connected products
Where the build commitment is long and irreversible, so the cost of being wrong is highest and the research pays for itself soonest.
New market entry
No customers yet to ask, so we recruit prospective buyers who fit the target and interview them about how they cope today.
About to build on a hunch you can't quite defend?
Tell us the product bet you're weighing — we'll come back with a research plan and the decision it will settle.
- Jobs-to-be-done interviews
- Demand sized before build
- Mapped market gap
How we work
We go deep, not wide
Jobs-to-be-done interviews are depth work: the reasoning behind a purchase, the trigger that started the search, and the workaround people use today.
We stop when it stops surprising us
Enough conversations to reach the point where the patterns are clear, which arrives well before the numbers a survey would need.
The evidence trail stays attached
The brief makes a recommendation, and the interview findings and demand data sit underneath it, so anyone can check the call for themselves.
We'll tell you when it doesn't hold up
If the problem is minor, the demand thin, or the gap already well served, we say so, and point to where a stronger opportunity sits.
Why work with Flaidex
A recommendation, not a folder
It's built to settle a roadmap decision, so a product lead can act on it directly. Nobody needs a second study to interpret the first.
Demand research, first and foremost
We're answering whether people have the problem, how badly, and how many. The gap analysis touches rivals only to find the unmet need.
It works before you have customers
When there's nobody to ask yet is often when it pays most, because that's when the budget at risk is largest.
Asked before the first interview
How is this different from competitor research?
This research is about the market and the buyer's problem, not the competition's moves. We're answering whether people actually have the problem you want to solve, how badly, and how many of them — through jobs-to-be-done interviews and demand signals. Competitor intelligence answers a different question: what rivals are doing and where they're vulnerable. The gap analysis here touches competitors only to find the unmet need; it isn't a teardown of their pricing or messaging.
What do we actually get at the end?
A research brief that makes a recommendation, not a folder of raw notes. It states which problem is worth solving, who has it, the demand evidence behind it, and where the market gap sits — with the interview findings and demand data as the trail underneath. It's built to settle a roadmap decision, so a product lead can act on it rather than commission a second study to interpret the first.
How many interviews do you run?
Enough to reach the point where new conversations stop surprising us — usually a focused set rather than a large survey. Jobs-to-be-done interviews are depth work: we're after the reasoning behind a purchase, the trigger that started the search, and the workaround people use today. A dozen good conversations with the right buyers tells you more than a hundred shallow survey responses, because the patterns become clear well before the numbers would.
Can you research a market we're brand new to?
Yes, and that's often when it pays most. When you have no customers yet, we recruit prospective buyers who fit the target and interview them about how they handle the problem today. Demand signals from search and adjacent tools give an outside read on size. You get a grounded picture of whether the market wants what you're planning before you've spent the budget that would make the answer expensive to hear.
Will you tell us if the idea doesn't hold up?
Yes. A research brief that only ever says build it isn't research, it's flattery. If the interviews show the problem is minor, the demand is thin, or the gap is already well served, we say so and point to where a stronger opportunity sits. Hearing that early, from a study, costs far less than learning it later from a launch that no one shows up for.
Let's talk
Running a large platform, shaping a first MVP, or getting a product ready for a funding round? Tell us where you are. We'll shape the process around it, and stay with you after launch.
