Podbit · Starter Story
When you build multiple products, every new user becomes a potential customer for everything else you've built. This founder's cross-promotion strategy means users who try one product reliably discover — and adopt — his others.
Where this was said
At 0:43 · chapter starts 0:07
The guest founder wastes no time: the key essence of good marketing, he says, is a good product [1] — Guest "A founder growing hundreds of thousands of users across multiple AI products uses four channels in order: SEO first, then social media acro…" 00:07 . From there, he sequences four channels in order of reliance — SEO comes first, social media second (run simultaneously on X, LinkedIn, Substack, and Facebook), directory listings third, and cross-promotion fourth [1] — Guest "A founder growing hundreds of thousands of users across multiple AI products uses four channels in order: SEO first, then social media acro…" 00:07 . The directory insight comes with a caveat: listings only work well if the product is genuinely interesting and clickbaity enough to earn the click. His AI-connected products pass that test easily. But the most distinctive element of his playbook is cross-promotion [2] — Guest "When you build multiple products, every new user becomes a potential customer for everything else you've built. This founder's cross-promot…" 00:43 : because he has built a suite of products, every new user becomes a pipeline into the rest of his portfolio. Many end up trying all of his products — a compounding growth loop that most single-product founders never get to use.
The founder argues that the foundation of all effective marketing is a great product — without it, no channel works.
The founder uses four main marketing channels: SEO, social media, directory listings, and cross-promotion.
Before any marketing channel, the quality of the product is the foundation. Good marketing amplifies a good product — it cannot rescue a bad one.
A founder growing hundreds of thousands of users across multiple AI products uses four channels in order: SEO first, then social media across X, LinkedIn, Substack, and Facebook, then directory listings, then cross-promotion across his own portfolio. The playbook is simple but the sequencing matters.
Before other tactics, the founder defaults to SEO as the first and most-used growth channel for new products.
PropGPT launched with 20 downloads a day and strong influencer marketing but hit a ceiling at $1,000–$2,000 MRR. High download numbers masked a critical flaw: almost nobody stuck around after the free trial ended.
Eyal and Yali made a bold bet: stop all marketing, go back into the cave, and rebuild PropGPT from scratch. Four months of pure engineering and design work with zero revenue growth — and it paid off massively.
After rebuilding, PropGPT relaunched at $1,700 MRR. Within 2.5 months, it peaked at $40K MRR and 2,000 downloads in a single day. The product hadn't changed its audience — it had changed how well it served them.
Users didn't want a sports betting analytics tool — they wanted to be told the answer. Eyal realized their app was making users do the work when they just wanted the result, and that single insight drove the entire rebuild.
Step 1: know exactly who you're building for. Step 2: worship your data. Step 3: obsess over in-app analytics to find drop-off points. Step 4: scale with influencer marketing only after the product converts. In that order.
A 45% download-to-trial rate sounds great — until you see 13% trial-to-paid. That gap isn't a marketing problem. It's a product problem. Eyal breaks down how to read these signals before they kill your business.
Their 70th influencer video hit 600,000 views and single-handedly pushed PropGPT's ARR from $8,000 to $38,000 in three days. Influencer marketing has a lottery-like upside — but only if the product can hold the users it acquires.
Most founders struggle with distribution. Eyal and Yali had it nailed from day one — and still failed. Their story proves the rarer, less-discussed truth: a great go-to-market strategy is worthless if the product can't retain users.
Get a co-founder who has your back. Be scientifically honest about whether your idea has real demand. Once you convince yourself, it becomes an order of magnitude easier to convince investors and team members to join you.
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