Why I Build Multiple Small Products Instead of One Big Thing

Why I Build Multiple Small Products Instead of One Big Thing

Conventional startup wisdom says: focus. Pick one idea. Go all-in. Build the next unicorn.

I do the opposite. I build multiple small products, each solving a different problem, targeting a different niche, testing a different hypothesis.

This isn't lack of focus. It's intentional diversification.

The Portfolio Approach

Most startups fail. The failure rate is brutal. If you bet everything on one idea, one market, one strategy, you're exposed to catastrophic risk.

Portfolio theory from investing applies to indie building: spread risk across multiple bets. Some will fail. Some will stagnate. One or two might succeed.

My current portfolio:

• Genes — PHP framework (open-source)
• Playtoob — YouTube companion for parents
• On Tap — lightweight web tools
• Malt FM — concept music streaming platform
• PDMerch — public domain merchandise
• ListPickers — curated product recommendations
• Expo.Live — anti-algorithm social platform
• Rockers.im — rock & metal music index
• FeedAlgo — AI content calendar generator

Nine products. Different business models. Different audiences. Different levels of traction.

If one fails completely, I still have eight others. If one takes off, it funds the rest.

Each Product Tests a Hypothesis

Every product is an experiment:

• Playtoob — Do parents want YouTube control? (Yes.)
• PDMerch — Can public domain enable creative commerce? (Testing.)
• ListPickers — Do people value curation over algorithmic feeds? (Testing.)
• Expo.Live — Can topic-based Circles compete with algorithmic feeds? (Too early.)
• FeedAlgo — Will people pay for AI-generated content prompts? (Testing.)

Each answer teaches me something. Even failures provide data.

Building Fast, Learning Faster

When you're not betting everything on one product, you can move faster. Launch imperfect versions. Test with real users. Iterate or abandon.

I don't spend months refining a product before launch. I ship a rough version, see if anyone cares, then decide whether to invest more effort.

This only works if you're not committed to making any single product succeed at all costs.

Different Revenue Models

Each product explores different monetization strategies:

• PDMerch — print-on-demand merchandise (Etsy)
• ListPickers — affiliate commissions
• FeedAlgo — one-time payments for calendars
• Expo.Live — freemium + community commerce
• Playtoob — currently free, exploring premium tiers

This teaches me what works. Affiliate models have low conversion but passive income. One-time payments reduce churn but limit recurring revenue. Print-on-demand scales without inventory risk.

I learn by doing, not by reading blog posts about monetization strategies.

Avoiding Emotional Over-Attachment

When you build one big thing, it becomes your identity. Every setback feels personal. Every criticism stings. Every user who churns feels like rejection.

When you build multiple things, detachment becomes easier. If one product struggles, it's just one experiment among many.

This psychological buffer matters. It prevents burnout and keeps me shipping.

Cross-Pollination of Ideas

Building in different domains exposes you to different problems, technologies, and user behaviors.

PDMerch taught me about print-on-demand logistics. ListPickers taught me about affiliate networks. Expo.Live taught me about community dynamics. FeedAlgo taught me about AI-driven content generation.

Each project feeds into the others. Skills transfer. Insights compound.

The Downside

There's a cost to this approach. None of my products get 100% focus. Each one could probably be bigger, better, more polished if I committed exclusively to it.

I accept this trade-off. I'd rather have nine small products with moderate success than one big product with catastrophic failure risk.

Who This Works For

This strategy works if:

• You can build products efficiently (AI helps massively)
• You value learning and experimentation over singular focus
• You're comfortable with moderate success across multiple fronts
• You have low operational overhead (no team, no investors demanding focus)

It doesn't work if you want venture funding, rapid scaling, or category dominance.

The Long Game

I'm not racing to an exit. I'm not optimizing for a billion-dollar valuation. I'm building a portfolio of small, useful products that solve real problems.

Some will grow. Some will die. That's the point.

Diversification isn't distraction. It's resilience.