My consulting company failed. The internal tool became the product.

reddit SaaS · 原文链接 ↗ · 69 分

Posting this because the pattern seems common and nobody talks about the failure version of it. I ran a consultancy helping fintechs and banks launch innovative payment products. I deliberately didn't want to sell hours, so the model was: license the tooling we'd already built as part of the engagement, and put productized consulting on top. Fixed stages, fixed scope. The model didn't work. Institutions want a vendor or they want a consultant, and being both at once confuses the purchase. Long sales cycles on the licensing side, and the consulting revenue couldn't carry the build. We sp

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AI 分析

痛点：金融科技/银行客户想要落地创新支付产品，但供应商同时卖工具和咨询会让采购决策混乱；而咨询公司内部沉淀的支付工具本身可以独立产品化。

目标用户：为 fintech/银行落地创新支付产品的团队，以及拥有内部工具想产品化的咨询公司或独立开发者。

证据：It's now a standalone product with real customers on it, and it took about a month from launch to reach around 3.6k EUR MRR. / Institutions want a vendor or they want a consultant, and being both at once confuses the purchase.

变现：将支付基础设施工具拆成独立 SaaS，按订阅、用量或席位收费；咨询作为单独服务，不与工具捆绑销售。

MVP：选一个最痛的支付产品落地环节（如支付路由、对账、合规检查清单、沙箱接入），做成只支持1-2家PSP的独立SaaS，找3家 fintech 设计伙伴付费试点，2周内上线核心流程。

竞品：Stripe、Adyen、Unit、Finix、Modern Treasury、Moov

摘要：发帖人做 fintech/银行支付创新咨询，曾把内部支付工具授权与产品化咨询捆绑销售，但客户觉得供应商/顾问身份混淆导致模式失败，公司4月拆分。工具本身存活并独立产品化，上线约1个月达到约3.6k EUR MRR，说明内部工具可成为独立产品。该案例验证了支付基础设施工具的需求，但银行/fintech 长销售周期和合规门槛让独立开发者可行性偏低。