Structured paths through startup strategy
Three focused service areas built around the real decisions founders face - from validating an idea to managing a team that scales.
Three service areas
Each area addresses a distinct phase of building a startup - they can be taken in sequence or independently depending on where you are.
Idea validation and market framing
1. Most early-stage founders spend months building something the market doesn't need. This program works through customer discovery interviews, problem-solution fit testing, and competitive mapping before a single line of code is written.
- Customer interview frameworks
- Competitive landscape analysis
- MVP scope definition
Revenue model and go-to-market planning
2. Choosing the wrong pricing model early creates compounding problems later. This program covers unit economics, channel selection, pricing psychology, and the first 90 days of customer acquisition with concrete planning tools.
- Unit economics modelling
- Channel prioritisation matrix
- 90-day acquisition planning
Team structure and operational rhythm
3. Scaling a team without a clear operating model leads to duplicated effort and slow decisions. This program addresses role design, decision-making frameworks, and the meeting structures that keep small teams moving without bureaucracy.
- Role and responsibility mapping
- Decision-making frameworks
- Async communication design
Who delivers these programs
Jikexao instructors have each built or advised at least one company through a full funding cycle. They teach from documented experience, not from case studies alone.
Sessions are kept deliberately small - no more than 18 participants per cohort - so instructors can address the specific context each founder brings rather than delivering a generic curriculum.
Programs run asynchronously with two live sessions per week, designed for founders managing other commitments. All recordings are available within 4 hours of each session.
Tobias Wernecke
Go-to-Market Lead
"I spent four years getting distribution wrong before I understood what the data was actually telling me."
Nadia Ferenczi
Operations Design
"Most team problems aren't people problems - they're clarity problems that nobody named early enough."