“It’s Working, But It’s Not Enough”: How Gated Pivoted from Product-Market Fit to Category Creation

“It’s Working, But It’s Not Enough”: How Gated Pivoted from Product-Market Fit to Category Creation

Product-market fit is the holy grail for early-stage startups. But what happens when you achieve it, yet realize it won’t get you where you need to go? In a recent episode of Category Visionaries, Andy Mowat shared how Gated faced this exact dilemma – and made the difficult decision to pivot despite having thousands of satisfied users.

The Early Signs of Success

The initial signs were overwhelmingly positive. Gated’s email filtering solution, which required unknown senders to make charitable donations to reach recipients, was gaining serious traction. “Everybody knows us. We have an inherently viral product that people know about,” Andy explains. “I go to a party in San Francisco around anything sales and marketing related and everyone’s like, ‘oh my God, that’s the tool, I know it or I’ve heard of it.'”

The numbers backed up the buzz. With “high four digits of users” and “close to 10 million messages filtered a month,” Gated had clear product-market fit. More importantly, they were solving a real problem – while typical cold email reply rates hover around “one to 2%,” messages that came through Gated saw reply rates “above 50%.”

Recognizing the Ceiling

Despite these strong metrics, Andy and his team began to see limitations in their approach. “We asked users and they’re like, I’d pay for this thing. It’s great, it’s amazing. But I think we just realized it would be a smaller business that wouldn’t drive the impact.”

This realization required what Andy calls “intellectual honesty” – the ability to look past current success to evaluate true potential. “Holy crap, we build something that impacts tens of millions of people a month, but it still isn’t going to change the world in the way we needed to change it.”

The Decision to Pivot

The pivot wasn’t driven by failure, but by a larger vision of what was possible. As Andy explains, “AI is going to just overwhelm us on every channel. If you thought it was easy before to send 100,000 emails… if you thought you were only suffering in email, you’re going to suffer on LinkedIn.”

Rather than simply filtering messages after they’re sent, Gated decided to tackle the root cause of communication overload. The new platform aims to influence what conversations people initiate in the first place, helping users clearly signal what types of interactions they’re open to.

Building for Mission Over Mechanics

This evolution reflects a core principle that guided Gated from the start. “What I said very early to my Co-Founder was not everyone will use the tool, but I want everybody to believe in the mission of what we’re trying to do.”

The mission – giving people control over their attention – remained constant, but the approach needed to evolve. As Andy notes, “Right now, you don’t control your own attention. The manifesto talks about anyone can reach us and they can send us whatever the heck they want and they can do it. And automation increases that.”

Lessons for Founders

Gated’s story offers valuable lessons for founders facing similar decisions:

1. Product-market fit isn’t the finish line – it’s a checkpoint on the way to larger impact
2. Success metrics can mask limitations in your current approach
3. Mission should guide product decisions more than current user satisfaction
4. Category creation often requires evolving beyond initial product-market fit

For founders wrestling with similar decisions, Andy emphasizes the importance of intellectual honesty and staying focused on long-term impact over short-term success. Sometimes the hardest decisions come not from failure, but from recognizing when success itself isn’t enough.