Tag: jtbd

JTBD at Whoop

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Will Ahmed is the founder of Whoop, the fitness tracker. In July 2025, he told Rich Roll:

“So maybe there’s a focus group on a band and the focus group sort of leans one way versus another on which direction the band should go. And I feel an incredibly strong pull towards the other direction.

I might just do the other direction. That, though, is a very sort of trivial example, I think. What’s been more interesting for me in my life is these moments where I’ve felt a deep sense of knowing something, and a lot of people have disagreed with it.”

Ahmed was obsessed with the progress (this is Moesta’s JTBD language) a subgroup (elite athlete) wanted to make. It’s such a clear example of Jobs Theory – though Ahmed never explicitly says that.

Focus groups don’t work for many reasons: people don’t actually know what they want, people are obsessed with status, people only think in the existing solution space. JTBD (jobs to be done) theory gets around that by focusing on the progress individuals want.

Ahmed discover that HRV matters a lot for rest and recovery. That led him to discover HRV needs constant monitoring. That led to this breakthrough:

“You needed to be able to measure it (HRV) continuously. And that was another breakthrough in hindsight of the whole idea for WOOP, was this idea of continuous data. Continuous data is the reason that this doesn’t have a screen.

It’s the reason we invented a modular battery pack. It’s the reason that the bands have all sorts of different looks and feels and colors. It’s the reason we’re not a watch, because we don’t want to compete with other watches.”

Framing “Life Energy”

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From Your Money or Your Life

“Money is something you trade your life energy for. You sell your time for money. It doesn’t matter that Ned over there sells his time for a hundred dollars and you sell yours for twenty dollars an hour. Ned’s money is irrelevant to you. The only real asset you have is your time.”

Money is important and how someone thinks about money should be how you communicate about money.

  1. Money is something you trade your life energy for.
  2. Money makes progress in JTBD. How to talk with your rich friends about money.
  3. I live in the tribe, the tribe keeps me safe. Our tribe has a leader.
  4. Money is part of the system. ERE and Wheaton Scales.
  5. Money is about doing good things with good people and not too much friction. Should you buy a ski chalet?
  6. Money has external roles (saving, investing, spending, etc.) and internal roles (goals, FOMO, Jones’s, Always Buy Two New Cars). The Psychology of Money.

It’s wild the resources spent on money.

Did the internet need another post about money? Yet here we are.

But maybe what we’re really talking about is spirit. It’s philosophy. It’s spiritual. What am I supposed to do? What is a life well lived? Posing the easier question shifts the topic to money.

“Why?” to be Happy.

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This book, opens Bob Moesta and Michal Horn, does not tackle getting into schools or how to rank different schools based on their features.

“Instead, if you are considering getting more education, this book will help you answer a more foundational question first. That question is why?”

Asking “Why” is a good way to be happier.

In the post from last week, we highlighted Kris’s comments about framing housing. In that same post he writes, “Neither of us wants to find ourselves servicing interest payments to some mimetic trends.”

Why do we want this house? The answer better not be The Joneses.

Moesta’s and Horn’s book Choosing College gives a framework for answering that question. “Why?” is a tough question. It’s hard to answer with a blank slate. But the authors suggest there are five Jobs to be done by going to college, and figuring out the progress shifts from the blank canvas to a paint by numbers masterpiece.

“Why?” to be happy. And when needed a book like this to help with the “How?”.

Wheaton Scales

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In 2010, Paul Wheaton created the Wheaton Eco Scale. He begins by noting our perceptions of other people. Those one or two steps ahead in a similar FESPE (financial, ecologic, spiritual, personal, etc.) journey look “pretty cool”. Those four or five steps “downright crazy”. While, “one level back are ignorant and two levels back are assholes”.

We’re all on our own journeys, coming across shamans, oracles, and gurus at different times. Part of this is why there are no bad books.

The importance of Wheaton Scales hit home during two successive days. First, reading the philosophy/finance forum of Early Retirement Extreme. Commenters noted how communicating about FIRE is such a challenge. Part (maybe most!) of the burden comes down to talking to someone in their language. It’s not about all the things I know so much as it’s about all the things they’ll understand.

Second, sitting in church and listening to the pastor talk about debates, agreements, and conversations among theologians. I know who he’s not talking to – me! He’s talking to the two guys who fact check, give feedback, and have studied the Bible for years.

Wheaton Scales snuggle up nicely in our mental models, like a pet on a cold afternoon, because they match JTBD. The aim of Jobs is moving from supplier language (how I see the world) to demand language (how other people see it). Wheaton gives a model for thinking through that.

And scales like this are nice. And helpful. It’s better to be mostly right than precisely wrong.

Airport tradeoffs

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Every ten minutes someone spends in security reduces spending by 30%. The WSJ video goes on to explain how airports are redesigning to include more commercial spaces.

But what I really enjoyed about this video is the emphasis on trade-offs.

Airports have to manage a whole bunch of things. Safety and security. Movement of giant entities and human beings. Navigation by experienced and inexperienced users. There’s a lot!

Which means there are choices to be made. Denver International Airport has three island concourses. This is great for planes. But not as great for passengers. How aesthetically pleasing can an airport be (which makes people feel better) relative to how efficient so that everything operates more quickly (which also makes people feel better). Don’t forget, it’s all about feelings.

Jobs Theory requires a laser-like look at the tradeoffs. Classically Bob Moesta asks: why do I want a hot dog and when do I want a steak dinner? Those answers are the first step along the path to what destination: the tradeoffs being made.

Love and Trust and USA Basketball

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One theme here is that information is not enough.

In his book, 10 to 25, about communicating with young people, David Yeager writes that the compliment sandwich doesn’t work because its supply side not demand side.

JTBD works so well because it shifts the focus from me to you, a business to the customers.

The supply side version of a compliment sandwich is what Yeager calls “wise feedback”. Before young people can hear criticism they have to feel safe. Feelings matter. Being in-the-group matters.

Shane Battier tells a story about Coach K’s early Olympic experience. Coach has just come from Duke where he sets a standard. People like us do things like this. But there was one guy on the team who was not very good in pick-and-roll defense.

So, coach lit into him. “You let him know in no uncertain terms that this is not going to fly,” said Battier. “And at that moment, like, you could see the look on this player’s face. He had never been talked to like this.”

Battier had. “I lived it, so I understood where it’s coming from. It was coming from a place of love.” This is Yeager’s wise feedback. It comes from a place of wanting the best. The listener feels safe because the listener and speaker are on the same side – they’re in the same group.

Coach K wises up right way. “It clicked and you realize, oh, this is not appropriate for him at this moment.” He didn’t have the right relationship for that kind of communication. It takes trust and love which take time and effort. We evolved as group members.

Note: Another version of this idea is here: https://moontower.substack.com/p/jokers-everywhere

Don’t hire a noun for a verb’s job.

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Related: Don’t bring an educational solution to a design fight.

Years ago I wanted to learn to play the guitar (this actually happened twice). I thought the first step was to get a guitar. The actual first step was to develop a practice habit.

We mess this up because nouns are easy, one-time, magic wand solutions.

It’s simpler to buy a spin bike than to spin.

It’s faster to to book a vacation than to mend a relationship.

It’s quicker to quit a job than figure out what you really want.

So we employ nouns. And when the nouns don’t work, we fire them thinking we hired the wrong one without considering it was the wrong type. It’s not the Dave Ramsey finance book that I need, it’s the Morgan House one!

If it’s a verb’s job – hire a verb.

It will be harder. It will take longer. It will “feel” less.

But if it’s a verb’s job – hire a verb.

Perfume Customers

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“So how do I convince women to buy their own perfume? How could I get the American woman to buy her own perfume? I would not call it perfume,” David Senra quotes from A Success Story by Estée Lauder.

In the 1950s and 60s women didn’t buy themselves perfume. Instead, it was a gift and is an example of JTBD’s customers or consumers dynamic.

In Jobs Theory, producers have to solve the job for both the customer and consumer. No one gets fired for buying IBM articulates the customer angle – but leaves out the consumer. Does IBM serve the job for users (and later, investors)? ymmv

But Lauder did something different. Rather than address the concerns of both groups, she took a page (or inspired one!) from The 22 Immutable Laws of Advertising. Or in the words of Ricky Bobby, if you ain’t first, you’re last.

David again, from A Success Story:

“I would call it Youth-Dew, a bath oil that dubbed as a skin perfume. That would be acceptable to buy because it was feminine, all American, and very girl next door to take baths, wasn’t it? And so think about the difference in size of bath oil, how many ounces you would sell compared to the size of like a perfume or cologne.

We created a mini revolution in the whole world. As I saw it took on a fresher, more stimulating aspect. Instead of using their French perfumes by the drop behind the ear, women were using Youth-Dew by the bottle in their bath water.

It doesn’t take a graduate school of business to figure out that that meant sales, beautiful sales. In 1953, Youth-Dew did about 50,000 worth of business for us. In 1984, that figure was over 150 million dollars.”

Beautiful.

Not demands, standards

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“I’ve got a big day tomorrow,” is a resistance free approach to drink less the night before. “My financial advisor says that’s a bad idea,” is a resistance free approach to answer financial questions.

Let’s add another. This one from the Chriss Voss (we’re fans!) book Full Fee Agent.

In this quote, Voss’ client explains her new pitch:

“First and foremost, I’m a full-service, full fee agent. I charge 6 percent, keep 3.5 percent, and give 2.5 percent to the buyer’s agent. I’m going to encourage you to price the property so that it will sell quickly, and that might very well be a price that’s less than what you’d like to see. I’m going to encourage you to invest in preparing it for sale, and you’re going to need to stage it. The last thing is that I don’t work 24/7. You’ll never need me and not get me, but you won’t need me at 10 p.m.“

Wow, that’s a lot of conditions, Voss’ client counterparty said, to which she replies, “I actually prefer to think of them as standards”.

Conditions are negotiable, fungible, and flexible.

But standards? That’s something else entirely.

Voss resonates so much because his approach is similar to JTBD.

JTBD and Voss emphasize finding what’s important not (necessarily) what is legible. Price, cost, dollars, numbers(!) are legible and value / jobs-to-be-done are less so. But the reverse is what’s important. It’s the outcome we want, and the price which could be nice.

Jobs theory isn’t a condition for business, it’s a standard.

MRI Jobs

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An older story but still good and still important.

Doug Dietz spent the last two years designing a new MRI machine and he goes to the hospital to see check on it.

“I noticed a father lean down and tell his daughter, ‘Remember, we’ve talked about this, you can be brave.'”

Doug follows the family into the room, with his new machine. “And she just freezes.”

The walls. The lights. The machine. The warning signs. “The little girl just starts to cry.”

Jobs to be done implores creators to create things from the perspective, needs, goals, and wants of the consumers, not the suppliers. From Doug’s angle, the hospital is the supplier. *Make something bland, generic, efficient.* There’s no flare – that’s expensive.

Yes, the consumers want some things that the hospital also wants: Make people better.

But these parents also want their daughter to stop crying. They don’t want her to be afraid. They want to her smile. They want the same thing we all want for our kids.

After seeing this scene, Doug got back to work and made this MRI machine next.

From IDEO U