This is probably the question I get asked the most at THE QUEST: “Is my app idea any good?”
To answer that, we first need to define what a good idea actually is. From building apps myself and helping others launch theirs, I’ve learned that a good idea for some might not be a good idea for others.
Evaluating an app idea isn’t just about judging the idea itself — it’s about considering everything around it: the idea space, the game (and its associated rules), momentum, founder-market fit, and more.
For some, launching a new dating app is a brilliant idea. For others, it makes no sense at all. A good app idea is first and foremost a feasible one — and not everyone has the same resources, skills, or environment to bring it to life.
The goal of this edition is to help you find and validate the right app idea for you. I’ll break down the fundamentals of an interesting idea space, explain the different games you can play (and their rules), and dive into momentum and founder-market fit — key elements in evaluating an idea.
1/ Idea vs. Idea Space
The idea for a mobile app (or any business, really) matters a lot less than people think. We often imagine that success comes from a groundbreaking IDEA, born from an entrepreneur’s sudden moment of genius… But reality is usually very different. Most top apps and tech startups found success with an idea very different from what they started with.
If the idea itself isn’t that important, what is?
The alignment between your idea space, the game you’re playing, and momentum is what truly matters.
A/ The Idea Space
Instead of locking yourself into a single, rigid idea, think in terms of an idea space — a set of possible solutions to a specific problem for a given persona. You can’t predict exactly how the market will respond to your idea, so it’s crucial to test it in the real world and be ready to evolve or pivot based on feedback.
B/ The Game
When you start your company, you need to decide which game you’re playing. Are you building a small local business, a national mid-sized company, or an international startup? Each game has its own rules, playbook, and ambitions. If you want to maximize your chances of success, you need to play by the rules of the game you’ve chosen.
C/ Momentum
The success of an idea also depends on when it hits the market. Too early, and the market isn’t ready. Too late, and it’s already saturated. The key is to ride the right trends — technological, social, economic, cultural… Those who catch the right wave at the right time gain a massive advantage.
2/ The Right Idea Space
A good idea space always starts with a real and significant problem faced by a specific group of people — one that they are willing to pay to solve. As Blake Anderson, founder of Cal AI, puts it: A good idea solves a big problem in a simple way (rather than overcomplicating a small problem).
Facebook is a great example of this approach. Mark Zuckerberg originally started within a strong idea space: making it easier for students to communicate with each other. At the time, existing platforms like MySpace and Friendster lacked exclusivity, structure, and real connections between users.
Before arriving at the Facebook we know today, Zuckerberg explored multiple directions within this idea space — starting with Facemash (a site where Harvard students could compare attractiveness), then launching the first version of “TheFacebook”, a simple online directory exclusively for students. These iterations allowed him to gradually refine his approach until he found the right solution for the right problem.
To identify a strong idea zone, ask yourself these questions:
A/ Is the problem truly painful?
Is it a recurring issue, or just an occasional frustration?
Are people actively looking for solutions?
Does this problem significantly impact their time, money, energy, or well-being?
B/ Who has this problem, and how many people are affected?
Is it a small but highly engaged niche or a large market with strong demand?
Are they easy to reach (via communities, networks, existing platforms)?
Do they have enough purchasing power to pay for a solution?
C/ Are there existing solutions?
How do people solve this problem today?
Are the current solutions ineffective, complex, or too expensive?
Is there an opportunity to offer a simpler, faster, or more accessible alternative?
D/ Will this problem continue to exist (or grow) in the future?
Is this a long-term trend or just a temporary fad?
Will technological, social, or economic shifts make this problem even bigger?
Will future generations have an increasing need for a solution?
It’s better to explore multiple solutions to a well-defined problem than to try and force a fixed solution onto a problem that may not exist. Everyone has their own approach — brainstorming, discussions, mapping ideas, field research… What matters most is letting your ideas emerge naturally, then refining your positioning based on real market feedback.
3/ The Different Games
Starting a business is a lot like playing a video game (or Monopoly), but in real life. There are different ways to play, each with its own strategies and rules. You can choose to launch a small local business, a national mid-sized company, or an internationally ambitious startup.
Depending on which game you choose, you’ll be competing against others with similar goals. This competitive environment naturally comes with certain rules and best practices, tied to risk levels, business models, and the unique challenges of the entrepreneurial game you’re playing.
Among the different entrepreneurial games, two radically different approaches stand out:
A/ The disruptive approach (VC-Backed)
This is the game of companies that aim to disrupt existing markets. Social apps, marketplaces, and platforms relying on network effects fall into this category (e.g., Amo, Hoppy, Tinder, TikTok).
The #1 goal is to acquire as many users as possible before even thinking about profitability.
Without external funding, reaching the critical mass required for success is nearly impossible.
This model demands massive investments in user acquisition and retention before revenue can even be considered.
The key challenge is to design a product with a high viral coefficient (“k-factor”), driving rapid growth and exponential network effects.
B/ The bootstrapped approach (Self-Funded)
This is the game of businesses that prioritize direct and fast profitability, by offering a precise, targeted, and immediately monetizable solution. They’re not necessarily trying to disrupt an entire market, but instead focus on solving a specific problem efficiently while generating cash early (e.g., Cal AI, Pov, Couple Joy, Vocabulary).
The business is self-funded, avoiding reliance on external investors.
Profitability is a goal from the very first users through immediate monetization.
This model allows full control over the product and its development.
A viral growth strategy can be a powerful accelerator, allowing expansion without a massive marketing budget.
Your “idea zone” needs to align with the entrepreneurial game you choose to play. If your ambition is to build the next #1 dating app, you’ll have much better chances by following the playbook of high-growth startups: raising funds, recruiting a top-tier team, implementing a viral growth strategy, and so on.
On the other hand, if you’re going for a bootstrapped, cash-driven approach, it’s wiser to focus on more accessible and niche markets like career development, education, personal finance, or addiction recovery.
Of course, it’s not always black and white — there are plenty of exceptions and ways to transition between different models. But generally, bootstrapped companies tend to evolve into VC-backed businesses rather than the other way around.
4/ The Right Momentum
An idea can be brilliant, but if it’s launched too early or too late, it might never take off. Timing is crucial for an app (or any business). The current market (or near future) needs to be ready for it, and the conditions must be favorable.
Many apps blow up thanks to viral effects but fade just as quickly due to poor retention and lack of long-term adoption. On the other hand, an idea that aligns with its market at the right time has a higher chance of success if it:
Rides a recent cultural or technological shift
Addresses a new, strong user demand
Captures attention and engagement over the long run
Andrew Chen talks about fake momentum — the illusion of quick success driven by artificial hype. It happens when an idea rides a short-lived trend without real lasting value. If an idea relies solely on a fad, it will inevitably fizzle out once public attention shifts elsewhere.
BeReal, for example, benefited from real momentum by tapping into a strong new demand: authenticity on social media. At a time when Instagram and TikTok were dominating with polished, highly curated content, BeReal offered an alternative — posting spontaneously, without filters or staging. The app captured the cultural shift among young users who were growing tired of idealized content and craving something real.
5/ Aligning Idea Space + Game + Momentum
To find the right app idea, you need to explore an idea space that aligns with the game you want to play (and the trade-offs you’re willing to accept). Your idea should also benefit from strong momentum (or have a clear path to future momentum).
But most importantly, your idea should reflect who you are — the more aligned it is with your personality, skills, and experience, the higher your chances of taking it far. This is what’s known as “founder-market fit.”
Founder-market fit is the natural alignment between a founder and their market. It’s when your skills, experience, vision, and even personality make you the ideal person to turn an idea into a success. This alignment increases your chances of sticking with it, innovating, and convincing others (customers, investors, partners) to follow you.
This concept is often discussed in startups, but it’s just as essential for any app creator. You need to have a deep understanding of your users — their habits, frustrations, and needs. This insight is what allows you to build the best solution, one that naturally fits into their lives and solves a real problem.
To answer this question, you can ask yourself these questions:
Am I well-positioned to solve this problem?
Do I have expertise, a network, or credibility in this space?
Am I passionate — or at least interested enough — to invest time and energy into it?
Does my team and I have the skills to execute this idea quickly?
To illustrate this alignment, I think the founder of Bumble, Wolfe Herd, is a great example of it:
She knew the dating market inside out — As the former VP of Marketing at Tinder, she already understood the dynamics and growth levers of a dating app.
She deeply understood her users — By focusing on women, she created a strong and differentiated positioning with a “women-first” approach, offering a credible alternative to existing apps.
She knew how to play the VC-backed startup game — Familiar with the ecosystem, she had the playbook to raise funds and compete in an ultra-competitive market.
👋 Awesome you made it to the end — hope this helps!
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