In November 2023, I said I wanted dua to become a unicorn within five years and reach the world’s top five dating apps. That was the ambition. Saying it out loud did not make it a result.
A big goal can make a team question the scale of its decisions. But the number alone does not tell anyone what to build on Monday. The next conversation has to be more specific: what problem do people encounter, which part can we improve, and how will we know whether that change helped?
For a dating product, attention is only one part of the story. People still have to understand the experience, find it relevant and decide whether to return. Those are questions a team can examine while a distant ambition remains uncertain.
“Top five” needs a definition before it becomes a useful comparison. By users, revenue, a particular market or something else? The short caption does not specify a measure, so I will not invent one here. A valuation and a useful experience are also different things.
I want room for ambitious thinking without presenting the future as a fact. State the direction clearly, define the evidence you would need and keep doing the work that can be evaluated today. The old recording captures the ambition. The results require their own evidence.
Big ambitions still lead back to a small question: what are people actually coming to your product for?