Did you know that over 90% of startups fail, and a significant portion of failures stem from poor product-market fit? Many companies invest heavily in building products without validating demand, leading to wasted resources and lost opportunities. For product managers working on zero-to-one (0→1) products, the challenge is navigating uncertainty, running experiments, and proving that a new idea has market potential, rather than just shipping features.
In a recent Productside Stories podcast, Scott Jones, VP of Product at Realeyes, shared invaluable insights from his career in ad tech, martech, IoT, and AI. He’s led multiple zero-to-one initiatives, helping companies validate new opportunities, align business and product goals, and scale from early ideas to market success.
In this post, we’ll explore:
- How Scott transitioned into product management
- The role of experimentation and validation in zero-to-one products
- Why storytelling and cross-functional alignment are key to product success
- The mindset needed to thrive in ambiguous environments
If you’re a product manager looking to break into zero-to-one product development or refine your approach to early-stage products, this post will give you actionable takeaways.
Scott’s Journey: From Analyst to Product Leader
Scott didn’t start his career in product management. With a background in economics and film, he began as a data analyst, working on search engine marketing for a major internet Yellow Pages company.
One day, leadership anointed him a product manager, trusting him to own a $150M ad product with 55,000 small business customers.
With no formal product training, he had to quickly learn how to:
- Optimize a performance advertising model
- Work cross-functionally with data science, engineering, and sales
- Translate business goals into scalable product strategies
Key Lesson: Many great product managers don’t start in PM roles—they prove themselves by solving real business problems.
Navigating Zero-to-One: The Art of Building from Scratch
Unlike traditional product management, zero-to-one (0→1) work involves creating something from nothing. It requires a unique blend of entrepreneurship, experimentation, and resilience.
Scott describes his approach as “founder mode”—even though he’s not a startup founder, his role demands the same skills:
- Finding product-market fit by engaging deeply with customers
- Securing internal buy-in and rallying resources without formal authority
- Balancing long-term vision with short-term execution
“I’m living an echo of the founder motion—wearing multiple hats, listening to customers, and figuring out how to make things work with limited resources.”
For many PMs, this level of ambiguity can be overwhelming. But Scott thrives in it, constantly validating assumptions and iterating on insights.
The Confidence Meter: When Do You Know You’re on the Right Track?
Scott follows a progressive validation approach, increasing confidence step by step before fully committing to a product direction.
1. Initial Signal Gathering (Confidence Level: 10-30%)
- Conduct exploratory customer interviews
- Identify pain points and existing workarounds
- Assess market size and demand
Example: Scott’s team at Realeyes discovered early that brands wanted better insights into ad performance, but the real pain point was ad fraud—an insight that led to a strategic pivot.
2. Prototype & Early Experiments (Confidence Level: 30-60%)
- Develop low-fidelity wireframes or mockups
- Test initial value propositions
- Conduct usability tests and feedback loops
Example: Instead of building a full-fledged AI-powered verification tool, Scott’s team started with a lightweight prototype that measured human attention via webcams.
3. Pilot & Soft Launch (Confidence Level: 60-80%)
- Build a minimum viable product (MVP)
- Run small-scale beta tests
- Gather real-world performance data
Example: Realeyes won an RFI with a major enterprise customer, proving demand for their AI-powered identity verification product—before investing heavily in full development.
4. Full Rollout (Confidence Level: 80-100%)
- Secure long-term customer commitments
- Scale operations and refine pricing models
- Optimize go-to-market strategy
Scott’s Advice: “You’ll never have 100% certainty—focus on minimizing risk at each step.”
Storytelling as a Superpower in Product Management
One of Scott’s biggest strengths is storytelling—a skill he honed from his film background.
In product management, storytelling is critical for:
- Selling ideas internally to leadership and engineering teams
- Crafting compelling value propositions for customers
- Rallying teams around a shared vision
Scott compares product management to orchestrating a film production:
“You don’t have to be the one holding the camera—you just need to articulate the vision so others can execute effectively.”
PMs who can tell a compelling story about why a product matters will find it easier to gain buy-in and drive momentum.
Overcoming Imposter Syndrome in Zero-to-One Roles
Even experienced product leaders face imposter syndrome—especially when working on uncharted territory.
Scott admits he struggled with it when first hired into his current VP role, but he leaned into deliberate learning:
- Embracing discomfort as a growth signal
- Asking tough questions to get clarity
- Surrounding himself with advisors and experts
Key Lesson: “Use fear as your guide—if something scares you, that’s where you should lean in and grow.”
How Product Managers Can Get Better at Zero-to-One Work
Scott’s advice for PMs who want to specialize in early-stage product development:
1. Play Around with New Tools & Ideas
- Experiment with AI, no-code, and emerging tech
- Build side projects to test ideas in the real world
- Stay curious about new market opportunities
2. Network & Cross-Pollinate Ideas
- Have conversations outside your immediate team
- Connect with sales, marketing, and customer support
- Learn how different business functions operate
3. Develop a Strong POV on Product Strategy
- Don’t wait to be assigned work—proactively pitch ideas
- Learn how to define and measure success metrics
- Become comfortable with uncertainty and iteration
Final Thought: Great zero-to-one PMs don’t just execute—they challenge assumptions, experiment boldly, and craft compelling stories.
Key Takeaways from Scott Jones
- Zero-to-one PMs need to embrace uncertainty and experimentation.
- Confidence grows through progressive validation—not instant certainty.
- Storytelling is a powerful tool for gaining buy-in and driving impact.
- Imposter syndrome is normal—use it as a signal for growth.
Mastering Zero-to-One Product Management Starts Here
Zero-to-one product development is about building your own, step by step. By embracing experimentation, progressive validation, and storytelling, you can turn ambiguity into opportunity and bring groundbreaking products to life.
- Download our Productside Playbook for templates and tools to validate ideas and accelerate market fit.
- Watch our next webinar o hear strategies directly from industry-leading product experts.
- Enroll in our Optimal Product Management course to master zero-to-one product management.
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