u/AlmoF

One thing that used to drive me crazy: we would leave a meeting with a kind of clear next step, then it would get discussed again in Slack, then someone would confirm something by email… and two weeks later the same question comes back:

“Who owns this? What is the final agreement, and why is it not finished by the deadline?”

And usually, nobody has a clean answer. Not because we don't know what we do, but because work rarely starts in Jira or Asana. It starts in conversations and is discussed over different communication platforms. Then everyone assumes someone else captured it properly.

That is one of the main struggles I used to have.

I’m building LigoFlow to help teams capture those commitments from the places where they actually happen, meetings, Slack, email and turn them into clear owners, deadlines, and follow-ups inside the tools they already use, with clear contextualization and escalation patterns to identify the unclear tasks from the clearly articulated ones

I do not want this to become another noisy task generator. If it creates more admin, it fails.

I’m trying to understand if this is painful enough to pay for, or if it is just one of those problems teams complain about but never budget for.

For people running teams:

• Where do follow ups usually get lost for you?
• Do missed commitments actually cost you money/time, or are they just annoying?
• What would make you uncomfortable about a tool helping track commitments across Slack, meetings, and email?

Not sharing a link yet. I’d rather get honest criticism first.

One thing that used to drive me crazy: we would leave a meeting with a kind of clear next step, then it would get discussed again in Slack, then someone would confirm something by email… and two weeks later the same question comes back:

“Who owns this? What is the final agreement, and why is it not finished by the deadline?”

And usually, nobody has a clean answer. Not because we don't know what we do, but because work rarely starts in Jira or Asana. It starts in conversations and is discussed over different communication platforms. Then everyone assumes someone else captured it properly.

That is one of the main struggles I used to have.

I’m building LigoFlow to help teams capture those commitments from the places where they actually happen, meetings, Slack, email and turn them into clear owners, deadlines, and follow-ups inside the tools they already use, with clear contextualization and escalation patterns to identify the unclear tasks from the clearly articulated ones

I do not want this to become another noisy task generator. If it creates more admin, it fails.

I’m trying to understand if this is painful enough to pay for, or if it is just one of those problems teams complain about but never budget for.

For people running teams:

• Where do follow ups usually get lost for you?
• Do missed commitments actually cost you money/time, or are they just annoying?
• What would make you uncomfortable about a tool helping track commitments across Slack, meetings, and email?

Not sharing a link yet. I’d rather get honest criticism first.

I thought I had a decent picture of what it means to be an entrepreneur.
At least from the theoretical side.
I understood the concepts: build something valuable, validate the market, talk to users, sell, iterate, grow.
But when you actually start implementing, the reality hits differently.
Over the past period, while building and launching the beta version of LigoFlow.ai, these are the main things I have learned so far:

1. A good idea and a good product are not enough.
   Building something useful is one challenge.
   Selling it is a completely different story.
   During development, many people may show interest, give positive feedback, and tell you the product sounds great.
   But the conversation changes when payment enters the picture.
   That is where you start understanding the difference between interest and real demand.
   You also learn that quality matters much more than quantity.
   It is not about reaching everyone. It is about identifying the right people, understanding their real pain, and preparing tailored, clear, and relevant messaging that speaks to them directly.
2. Product development is not a straight line.
   You need to stay flexible and agile while testing.
   Some features you believe are very important may turn out to mean very little to users.
   And sometimes, the features you paid less attention to become the ones people care about the most.
   That part is humbling.
   You cannot be stubborn about your assumptions.
   You need to listen carefully, observe what people actually do, and take feedback seriously — even when it challenges the product you had in your mind.
3. Product exposure is the most exciting and most tiring part.
   This is probably my favorite part, but also the one that takes the most energy.
   It is where you lose sleep, weekends, and a big part of your personal life.
   You are constantly searching for the right platforms, learning which tools actually work, showing up at the right events, and building relationships with investors, potential partners, and early users — one meaningful conversation at a time.
   And the truth is, nobody will care about your product more than you do.
   So you have to keep showing up.
   Not once. Not twice. Continuously.
   Building the product is hard.
   But building the market around it is a completely different discipline.
   I am still very early in this journey, and I know there is a lot more to learn.
   But one thing is becoming very clear to me:
   Being a founder is not only about having the courage to start.
   It is about having the patience to keep adjusting, the discipline to keep showing up, and the humility to keep listening.

What is teh main things you struggled with and you learned so far!!

I have been thinking a lot about how teams lose commitments after meetings, calls, Slack/Teams messages, and emails.

In many companies, the discussion happens in one place, the task should live somewhere else, and the follow-up depends on someone manually remembering to move it.

A decision is made in a meeting.
An owner is mentioned in a call.
A deadline is agreed in chat.
A follow-up is buried in email.

Then two weeks later, everyone is asking:
Who was supposed to do this?
Was this added to Jira/Asana?
Did anyone follow up?
Where was this agreed?

I am curious how other teams deal with this.

Is the real problem:

1. Too many tools?
2. Poor discipline in updating tasks?
3. No clear ownership?
4. Managers not following up properly?
5. Or just communication being too scattered now?

For people working in SaaS, operations, agencies, BPOs, or remote teams: how do you currently make sure commitments from conversations actually become tracked execution?