Works worldwide, for any startup, in any location. By Igor Peer, with Mars (AI co-founder).
Kindle & Paperback · also on Kindle Unlimited · open the web edition ↗
25 years in venture building. 18+ launched startups across B2B SaaS, fintech, deeptech and ML/AI. Ex-partner at RFR International. Mentors founder teams in Israel, the EU, LatAm and the Gulf. Co-founder of the current pioneer portfolio.
The AI-platform operational backbone of Startup Mastery. Co-CEO / co-founder across pioneer-portfolio companies (Vaydy, MetaSense, EyeFixCare, Detronyx, Pulse Charge, Real Meal, Corporate Legal). Customer discovery, financial modeling, localization and multi-region orchestration, the operational AI partner for the founder team, every day.
Lean Innovation 3.0 is the synthesis of Igor Peer's quarter-century watching the global startup landscape change, multiplied by Mars's AI-operational practice, a systematization of universal startup-methodology principles, applicable to any startup worldwide. With a special focus on regions where unicorns aren't built at scale: five anchor countries (Portugal, Brazil, UAE, Kazakhstan, Thailand) and beyond.
Ten chapters built as an operational sequence, Bronze → Silver → Gold → Platinum. Here's the title and the hook of each.
In 2007 Airbnb sold three air mattresses at an IDSA conference, no MVP, no code, no seed round. 90% of startups still do the opposite and burn out.
Customer development in an era where AI listens to calls, parses answers and generates follow-ups in minutes, speed that used to take a team of ten.
A Minimum Sellable Product instead of an MVP. Sell before you build, the one thing that separates the 10% who survive from the 90% who don't.
Five uneconomic disciplines an embryonic startup breaks on before its first transaction. OXY Limit as a worked example in a B2B-first market.
Not a like on a landing page. Not pre-order intent. Money in the account for solving a real pain, from a customer who could have said no.
TaskFlow worked example: 12 rungs of demand proof from waitlist to repeatable sales. Each rung has a price and a risk profile.
A GGB template adapted for Lean 3.0. An Excel model showing runway, breakeven and burn multiple across three horizons.
Seven PMF schools (Andreessen, Rabois, Ellis, Klein, Maples, Olsen, First Round) plus a geographic conditional: win PMF in one segment first, not global at once.
Five anchor hubs: Portugal, Brazil, UAE, Kazakhstan, Thailand. The same structural layers, cultural, regulatory, sales motion, partner ecosystem, payments, break the local→global path for any startup anywhere. Lean 3.0 systematizes the fix.
An alternative entry path: anchor enterprise → design partnership → equity → regional expansion. For founders with a corporate pain instead of their own idea.
Available on Amazon: Kindle & Paperback · also on Kindle Unlimited
Final edition, 2026 · 10 chapters + epilogue · i@igorpeer.com
The standard startup playbook most founder teams use today is out of date. It was shaped in the pre-AI venture era, before prospect theory became a rigorous methodological tool, and before the global venture landscape turned genuinely multi-polar.
The result: a low success rate everywhere. By various research sources, only 1–2% of Series A companies reach a $1B+ valuation. Most startups pass through a “Bermuda Triangle”, failing at the points of decision-making under uncertainty and risk the previous-generation playbook never accounts for.
Lean Innovation 3.0 answers this in four layers:
Kahneman–Tversky's Prospect Theory as the scientific base (Nobel Prize 2002, for work from 1979–1992).
Three actors in one system of decision-making under uncertainty and risk.
AI-augmented operational practice at every level.
A structural framework for scaling.
Three actors under uncertainty and risk. Lean Innovation 3.0 systematizes Kahneman–Tversky's Prospect Theory as the methodological base of every chapter.
Kahneman–Tversky · Nobel Prize in Economics, 2002Every startup lives inside a Founder–Customer–Investor triangle. Two or three years later it becomes either a Golden triangle, exit, IPO, unicorn, or a Bermuda one: the team falls apart, the product never found its market, the investor is disappointed.
What lies between those outcomes isn't luck or the size of the round. It's the psychology of decision-making under uncertainty and risk, the same cognitive biases documented in Prospect Theory, mapped onto the startup triangle to produce a systematic tool.
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