RICE, MoSCoW, and value-vs-effort matrices are the popular frameworks. The one that actually works at startup scale is simpler.
Prioritization frameworks are seductive because they replace judgment with math. At startup scale, they usually produce a false sense of rigor. The real question is which one bet moves the company forward most.
RICE assigns numbers you don't know (reach, impact). Effort estimates are wrong by 2-3x. Averaging fake precision gives you fake confidence. The scoring produces the answer the scorer wanted.
"What's the one thing that, if we shipped it this quarter, would most change the trajectory of the company?" That thing goes first. Everything else waits. If the team can't agree on the answer, the strategy is unclear — that's the real problem.
Big bet (the trajectory-changer). Compounding investment (paying down debt, retention improvements). Support work (customer commitments, bug fixes). Roughly 60/25/15. Never more than one big bet at a time.
Features requested by fewer than 3 customers. Rewrites without a shipping deadline. "Foundation" work that has no downstream feature depending on it. Everything on the roadmap should have a customer or metric attached.
Investor directory · Fundraising library · Articles A–Z · Company funding database