Two years ago I made what felt like a smart decision: instead of betting everything on one product, I'd build two. FillTheTimesheet for time tracking, PromptShip for shared AI prompts. Different audiences, different problems, different revenue streams. Hedge the risk. What it actually taught me wasn't about diversification. It was about how badly founders lie to themselves about feature traction. The "if I build it they'll use it" trap When you build one product, every feature feels essential. Of course people will use the new integration. Of course they'll love the timezone-aware reporting. Why wouldn't they? Building two products in parallel kills that illusion fast. Suddenly you're forced to ration your engineering hours, and the question stops being "should we build this?" and becomes "if I only have 4 hours this week, which of these eight features actually moves the needle?" That single shift surfaces a brutal pattern: most of the features you're certain about have no users. They have feedback.…