The six-week test is not decision-grade until success and failure are defined in advance.
Without a written gate, interviews, polite interest, and founder-prompted returns can all be called traction after the fact.
Relay answers your question, checks the answer for weak evidence, hidden assumptions, and real-world constraints, then writes a stronger synthesis.
An authored walkthrough of how three distinct reviews can change the next step—not just make an answer longer.
Authored to explain the product. This is not a customer testimonial, a live model result, or evidence that Relay improves decisions.
Break the decision into reversible commitments. Run a six-week test: find people who repeatedly face the problem, manually deliver the outcome they want, and see whether they return with a second real need. Consider leaving only when the product shows pull and your savings can absorb failure.
Each review names a different failure mode, explains why it matters, and proposes a check that could change the conclusion.
Without a written gate, interviews, polite interest, and founder-prompted returns can all be called traction after the fact.
A slow side test may make real demand look weak, while quitting can create pressure to treat weak demand as validation.
Employer IP rules, access to target users, health coverage, caregiving, and available energy can stop six weeks of work from measuring demand at all.
Do not decide between quitting and staying yet. First verify that a side test is legally possible and capable of producing representative evidence. Then define a demand gate before seeing the results and choose the least irreversible work arrangement that can meet it. Consider reducing or leaving work only if customer behavior crosses that gate and the personal downside is bounded; otherwise redesign the test while keeping the job.
Do not decide from enthusiasm alone. Run a precommitted test with product and personal gates, then choose the least irreversible step that still produces real evidence.