Demand Is the Root

More demand has never been a problem.

That’s where we start.

If you have a physical product, more demand means one of two things.

Either you ramp up production.

Or you procure more and deliver.

In both cases, more demand leads to more revenue.

You either increase the volume or raise the price.

Now bring in software.

Software doesn’t care about stock.

It doesn’t run out.

It doesn’t wait for raw material.

Everything is containerized.

Cloud-hosted.

More users?

You scale the servers.

Done.

So in software, demand directly pulls supply into existence.

There’s no lag.

No bottleneck.

Just replication and delivery.

That’s the asymmetry.

Demand can create supply.

Supply cannot create demand.

That’s the rule.

And it’s brutal.

You can set up the best production system in the world.

If no one wants what you’re making, it goes nowhere.

Zero movement.

Zero money.

That’s why demand is the fundamental unit.

It’s what makes every other part viable.

Even for your supply to reach breakeven, there has to be some minimum level of demand.

Below that, the system fails.

So instead of asking “what should I supply,”

The better question is “how do I generate demand?”

That’s where audience comes in.

You may think: “What’s the point of building an audience if I don’t have a product yet?”

But you’re looking at it backward.

If you build an audience, you become the signal.

And people will reach out to you with products.

“Do you want to sell this?”

“Do you want to partner on that?”

“Can we collab?”

Because when you hold demand, supply finds you.

And if you generate demand, you become the root of the business.

Even if someone else builds or delivers, you remain the core.

Because without you, there’s no sale.

Now the real question—how do you generate demand when nothing exists?

You start by generating attention.

And attention always starts with primal triggers.

Fights.

Desire.

Controversy.

Power.

Sex.

Status.

Scandal.

Hunger.

Everything tied to raw human emotion.

These things always pull attention.

Attention then becomes audience.

Audience becomes latent demand.

And demand becomes opportunity.

If the audience has money, that’s live demand.

Even if you don’t have supply yet, you can always source it.

Because demand creates supply.

Never the other way around.

This is why demand-first thinking is a business edge.

You don’t build something and hope people come.

You gather the people, see what they want, and then shape the offer.

Even better—once you build an audience, you can test offers, see what clicks, run small experiments, and only commit when signal is strong.

No waste.

No guesswork.

Just rotation.

You create small movement, observe feedback, and scale what works.

That’s demand generation in action.

And you don’t need to be technical to pull this off.

You just need to understand people.

Talk about the customer.

Frame their problems clearly.

Show them where the tension is.

Make them feel seen.

That creates attention.

And once you have that, you have the keys.

Demand bends the system toward itself.

It pulls supply.

It attracts money.

It creates leverage.

So build the audience.

Generate the demand.

And everything else can be sourced, borrowed, partnered, or licensed.

Demand first.

Everything else follows.

You have to be demand obsessed.

You have to constantly think, how do I generate demand.

And the best way to generate it is by placing many bets.

Trying as many things as possible consistently so that you can have that one outlier that changes everything.

Because outliers are a feature of a sets in our line of work.

They are bound to come when you have scale.

You have to think in possibilities and also be open to what’s possible.

And that sentence simply means

What can be other than what is now?

And what it could lead to?

A creative and persistent mind.

Always thinking we can do this, we can do that, or we can do it this way or that way to generate demand.

A version of Sisyphus who actually got the boulder on top of the hill.