From MBA to MVP : Lessons in Building User-First Products

When I wrapped up my MBA, I thought I had a pretty good grasp on how businesses work. I could map out strategy frameworks, calculate ROI, even predict market trends. But nothing quite prepares you for the moment a real user shrugs at your “brilliant” idea and says, “I don’t get it.”

That’s when the real learning started.

Frameworks are great—but users don’t care about them

In B-school, we’re taught to think in models. Porter’s Five Forces, value chains, SWOTs—you name it. But in the real world, users aren’t sitting there evaluating your product through those lenses. They’re just trying to get something done. If it takes too long or feels clunky, they’ll leave—no matter how solid your business case looks on paper.

What I had to learn was to swap theory for curiosity. Asking users why they did something, watching where they struggled, and really paying attention—that’s what moved the needle.

An MVP isn’t just a “lite” version of your product

This one took a few tries to get right. Early on, I thought MVP meant cutting down on features until you had a basic skeleton of your idea. But here’s the thing: an MVP still needs to solve a real problem—clearly and completely.

It’s not about how little you can build, but how focused you can be. One pain point, solved well, is worth more than ten half-baked features.

Empathy matters more than market research

I used to think I had to keep one eye on the competition at all times. What are they building? What did they just launch? Turns out, the better question is: What are our users still struggling with?

In one project, we were building a grievance management system for HR teams. We assumed we needed chatbots, dashboards, the works. But when we finally talked to actual HR folks, all they wanted was a simple, confidential, trackable way to resolve complaints without endless back-and-forth. That changed everything.

Speed is good—but feedback is better

Shipping fast feels great, but if you’re not learning from what you put out there, it’s just motion, not progress. One of the best things I learned (and re-learned) is to listen closely after launch. What are people saying? What are they not saying?

We often think of iteration as polishing the product. In reality, it’s about staying humble, being okay with getting it wrong, and trying again—with more context.

The real secret sauce? Cross-functional teamwork

In the MBA world, there’s a big emphasis on leadership. In product management, leadership looks different. It’s less about being the loudest voice in the room and more about being the clearest bridge between people.

You’re constantly syncing with designers, developers, marketing folks, and support teams. Everyone’s juggling their own goals, and your job is to keep the focus on the user. That’s what makes the product actually work—and what makes the team feel like a team.

In the end...

Going from MBA to MVP taught me that user-first isn’t just a buzzword. It’s a mindset. One that’s curious, humble, and okay with throwing away a “perfect” plan when it doesn’t land with real people.

And honestly? That’s where the magic starts.