Decision support from the customer signals you already have.
UpSight connects signals across conversations, emails, surveys, and research, then brings back the patterns and source evidence you can verify before you decide.
Start with the customer evidence you already have.
Decision support starts with evidence you can verify. These are sourced figures on why startups fail, how to tell you have product-market fit, and how many customer interviews are enough. Each figure links to the study it came from, with the publication date, the sample, and the exact sentence we relied on.
By Rick Moy · Last reviewed 2026-09-30 · Next review by 2026-12-31
Two sources: an analysis of startup post-mortems, and a survey benchmark for product-market fit.
Poor product-market fit was cited in 43% of the 385 startup failures CB Insights analyzed, ahead of bad timing at 29% and unsustainable unit economics at 19%. Startups could cite more than one reason, so the shares add up to more than 100%.
“poor product-market fit (43%), bad timing (29%), and unsustainable unit economics (19%)”
“The analysis includes 385 companies for which failure reasons could be identified.”
“Since many startups cited multiple reasons for their failure, the chart below exceeds 100%.”
Two-thirds of the product-market-fit failures CB Insights analyzed were early-stage companies that never found a market, and 20 Series B and later companies also cited poor product-market fit as a primary cause.
“Two-thirds of product-market fit (PMF) failures were early-stage companies that never found a market.”
“But 20 Series B+ companies also cited poor PMF as a primary cause.”
After benchmarking nearly a hundred startups with his customer development survey, Sean Ellis found that companies that struggled to find growth almost always had less than 40% of users answer “very disappointed” when asked how they would feel if they could no longer use the product, while companies with strong traction almost always exceeded 40%.
“After benchmarking nearly a hundred startups with his customer development survey”
“Ellis found that the magic number was 40%.”
“Companies that struggled to find growth almost always had less than 40% of users respond "very disappointed," whereas companies with strong traction almost always exceeded that threshold.”
Two peer-reviewed studies that measured when new themes stop appearing as interviews accumulate. Both come from health research, not product discovery.
In a study of sixty in-depth interviews, data saturation, the point at which no new themes appeared, occurred within the first twelve interviews, and basic elements for metathemes were present as early as six interviews.
“Using data from a study involving sixty in-depth interviews with women in two West African countries”
“they found that saturation occurred within the first twelve interviews, although basic elements for metathemes were present as early as six interviews”
In 25 in-depth interviews, code saturation, where the range of thematic issues was identified, was reached at nine interviews, while 16 to 24 interviews were needed to reach meaning saturation, a richly textured understanding of the issues.
“Examining 25 in-depth interviews”
“we found that code saturation was reached at nine interviews, whereby the range of thematic issues was identified”
“16 to 24 interviews were needed to reach meaning saturation where we developed a richly textured understanding of issues”
UpSight’s own research will get its own section, with its method and sample size, once there is enough data to publish it responsibly.
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