Start with a real moment
It is tempting to introduce a business by describing its solution. An app, a platform, a service, a new way of doing things. But a solution becomes meaningful when we understand the situation it is meant to improve. Describe a person trying to do something specific. What gets in their way? What do they do instead? Why does it matter enough to change?
Separate an observation from an assumption
“People need a simpler experience” is a hypothesis. “Three customers asked for help with the same step” is an observation. Both have a place, but confusing them makes it difficult to learn. Write down what you have actually seen, what you think it means, and what you still need to find out. The distinction gives your next conversation a clearer purpose.
Ask about behaviour
A hypothetical promise is easy to make. Ask someone about the last time they faced the problem instead. How did they respond? What did it cost them in time, effort, or money? Did they find a workaround, ask for help, or give up? Those details can reveal needs that a general question about interest might miss.
Keep the question open
Good problem discovery makes room for an inconvenient answer. You may learn that a problem happens less often than expected, affects a different person, or is not important enough to solve yet. That is useful information. Curiosity helps you decide what to try next, even when the next step is different from the idea you started with.