The Power of User Interviews in SaaS MVP Validation

Introduction

If you’re building a SaaS product, especially in the early stages, user interviews is the most effective way to discover what your customers actually need—far beyond what any survey or analytics tool can reveal.

User interviews cut through assumptions. They help you deeply understand the problem you’re trying to solve, how potential customers think and talk about it, and whether it’s painful enough for them to seek out a solution. Instead of guessing what features to build or what pricing model to use, you get direct insight into what actually matters.

Skipping these conversations is one of the most common (and costly) mistakes early-stage founders make. It’s tempting to jump straight into building, especially if you have a clear vision. But building first and asking questions later often leads to wasted time, energy, and resources—solving problems no one truly cares about. You risk launching a product that no one uses or wants to pay for.

This blog post will walk you through exactly how to conduct SaaS MVP validation interviews the right way. You’ll learn:

How to define who you should be talking to
What to ask (and what not to ask)
How to avoid common biases and traps
How to extract real, actionable insights from your conversations

If yuo are new to this subject, I strongly recommend the book The Mom Test. It explains extrmely well how to conduct interviews.

1. Start With Clarity: Define Your Value Proposition and Target Audience

Before you schedule a single interview, you need clarity. Without it, you risk asking the wrong people the wrong questions about the wrong problems. That’s a fast track to misleading feedback and wasted effort.

Start by defining the problem your MVP is solving

This might sound obvious, but many founders begin with a product idea—not a well-articulated problem. Write down, in one sentence, what painful problem your target users face. Focus on the pain, not your planned solution. For example:

“Freelance designers waste hours every month chasing overdue payments.”

“HR managers at small companies struggle to keep track of employee feedback in a structured way.”

This becomes the lens through which you assess the relevance of each conversation.

Next, identify who experiences this problem most acutely.
Not every user is equal in the early stages. You want to talk to people who are feeling the pain right now. Build a simple persona: describe their role, company type, goals, and behaviors. A good persona is specific. For example:

“SaaS startup founders with 2–10 employees who manage their own customer onboarding and are actively looking to automate it.”

“Operations managers in e-commerce companies with 10–50 employees who use spreadsheets to manage warehouse processes.”

These details help you screen for people who live the problem you’re solving—not just those who understand it in theory.

Finally, make sure you’re targeting the right people for interviews

Don’t just talk to friends, random LinkedIn contacts, or tech-savvy peers who aren’t in your target market. If your ideal users are HR managers in 50-person companies, that’s who you need to talk to—not solo consultants or developers unless they share the exact same problem context.

2. Structure Interviews Around Problems, Not Solutions

One of the most common mistakes in early user interviews is turning them into informal product pitches. As a founder, you’re excited about your idea—and it’s natural to want validation. But if you lead with your solution, you’ll bias the conversation and get surface-level agreement instead of deep, honest insight.

Resist the urge to pitch your idea

This is not a demo. Your goal is not to convince someone your SaaS MVP is brilliant—it’s to understand how they see the problem (if at all), what they’re doing today, and what matters to them. If you show them your idea too early, you risk shaping their answers around it, rather than uncovering their true needs.

Focus your interviews on understanding their current world

Let the user talk about their day-to-day tasks, frustrations, and how they’ve tried to solve those issues. You’re here to learn, not to sell.

Use open-ended, discovery-oriented questions

The best interviews feel like curious conversations, not surveys. Avoid yes/no questions and anything that leads the user toward your concept. Instead, ask them to describe real experiences. Here are a few powerful prompts:

“Walk me through your typical workflow.”
Helps you understand the context in which the problem might occur.

“What’s the most frustrating part of [task]?”
Surfaces pain points in their own words.

“What have you tried so far to fix this?”
Reveals how serious the problem is and whether they’ve invested time or money into solving it.

Other helpful follow-ups include:

“Why is that difficult?”
“How do you feel when that happens?”
“What happened the last time you tried [solution]?”

Stay curious and go deep. You’re looking for raw, unfiltered insights. Your product idea should take a back seat—at least for now. Let your interviewee’s problems guide the conversation, and you’ll come away with information far more valuable than polite approval of your MVP concept.

3. Avoid Confirmation Bias: Let the Truth Surprise You

When you’re passionate about your idea, it’s easy to look for signs that you’re right. But in early-stage validation, that instinct can lead you straight into the trap of confirmation bias—hearing what you want to hear, instead of what’s actually true.

Don’t lead your interviewees

Asking questions like “Wouldn’t it be useful if…” or “How likely would you be to use something that does X?” invites people to agree just to be polite. Most people don’t want to hurt your feelings or seem unsupportive, especially if they sense you’ve put a lot of work into your idea.

Apply the principles from The Mom Test

This book by Rob Fitzpatrick offers a simple rule: good questions are about the customer’s life, bad questions are about your idea. Even your mom, who loves you and wants you to succeed, will lie to avoid hurting you—so if your questions are flawed, even well-meaning users will give misleading answers.

Instead of asking:

“Do you think this is a good idea?”
“Would you use a tool that does X?”

Ask:

“How do you currently handle [problem]?”
“When’s the last time that issue came up?”
“What happened when you tried to solve it?”

Let the truth surprise you

Go into interviews with a mindset of discovery, not validation. If your idea isn’t landing, it’s not failure—it’s valuable information that can save you months of wasted effort. And if someone volunteers that your idea would help, that’s a much stronger signal than if they agree after being prompted.

Trust behavior over opinions

It’s easy for someone to say they would use something—but have they tried anything like it before? Have they spent time or money trying to fix the problem? Are they already hacking together their own solutions? These are far better indicators of real need.

Let go of the need to be right. You’re not looking for applause—you’re looking for truth. And the earlier you find it, the better your product will be.

4. Interview Enough People for Patterns to Emerge

One or two glowing interviews can feel exciting—but they’re not enough to build a product on. Early-stage validation isn’t about finding a person who likes your idea. It’s about spotting patterns across a meaningful number of conversations.

Start with at least 10 problem-discovery interviews

These first interviews aren’t about testing your solution—they’re about deeply understanding the problem space. After 10 solid conversations, you should start to notice recurring themes: specific tasks that frustrate people, broken workflows, or repeated language that signals pain.

If every person describes the same challenge in their own words, you’re onto something. If each story is wildly different, it might mean you’re talking to too broad an audience—or solving a problem that’s not shared enough to support a focused MVP.

Do 20+ interviews to validate demand

Once you’ve found a clear, consistent problem, you can shift your focus to understanding how valuable it is. Would people pay to solve it? Have they already tried? Are they actively looking for alternatives?

This second phase helps you gauge whether the problem is urgent and painful enough to support a real business—not just a good idea in theory.

Talk to people across different segments

Even if you’ve defined a clear persona, it’s worth testing that persona’s boundaries. Talk to people at different company sizes, in slightly different roles, or with varying levels of technical ability.

For example, if you’re building a tool for “marketing managers at B2B SaaS companies,” try speaking to both early-stage and growth-stage teams. You might discover your MVP resonates more with one group than the other—or that they describe the problem in completely different terms.

This process isn’t just about validating a hunch. It’s about discovering who your product is really for. And the only way to do that is through enough conversations for the truth to repeat itself—unprompted.

5. Prioritize Live Conversations

When it comes to early user interviews, how you talk to people is just as important as what you ask. While email or chat might seem more convenient, they often strip away the nuance that makes interviews so valuable.

In-person or video calls are best

These formats allow for real-time interaction, which leads to richer, more revealing conversations. You can hear hesitation in someone’s voice, notice when they get animated, or pick up on subtle discomfort. These cues are often where the real gold lies—things people won’t write down in an email, but that you can sense in a live setting.

Live conversations allow you to probe naturally

You can follow up instantly when something sounds interesting or confusing. If a user mentions, “Yeah, that part of the process is always a bit tricky,” you can immediately say, “Can you tell me more about that?” or “What makes it tricky?” That kind of spontaneous digging is impossible over asynchronous channels.

Rapport leads to honesty

When someone feels heard and respected, they’re more likely to open up. A friendly tone, genuine curiosity, and eye contact (even over Zoom) help build trust. The more relaxed the conversation, the more real the answers.

Avoid email interviews whenever possible

People tend to give short, polished responses that don’t reflect how they really think or feel. You’ll miss emotional context, body language, and the chance to explore unexpected directions. Email can be a helpful follow-up tool—but it’s a poor substitute for real-time dialogue.

If you want deep, actionable insights that shape your product, prioritize live conversations. They take more time—but they also tell you what no survey or email ever could.

6. Let the Customer Talk 70% of the Time

In a great user interview, you should be talking far less than the person you’re interviewing. A good rule of thumb: the customer should be speaking at least 70% of the time.

This is not a sales call. It’s not about convincing someone your idea is great or walking them through your solution. It’s about discovery—learning how they think, what they struggle with, and what they’ve already tried to solve their problem.

Your job is to ask, listen, and dig deeper

Treat every answer as a doorway to a better question. When someone says, “It’s annoying to switch between tools,” follow up with:

“Why is that a problem?”
“How often does that happen?”
“What do you do when it gets frustrating?”

The best insights often come two or three layers deep. That’s where you discover how serious the problem really is—and what’s at stake if it’s not solved.

Avoid explaining or defending your idea

It’s tempting to jump in with “Yeah, that’s why we’re building X!” or “Let me tell you what our tool does.” But doing so shuts down the conversation and shifts the focus to your product. It also pressures the interviewee to give supportive answers instead of honest ones.

Remember: you’re not trying to be right—you’re trying to learn.

Silence is your friend

If there’s a pause after someone answers, let it hang. People will often fill the silence with deeper thoughts or important details they weren’t sure were worth mentioning. Resist the urge to jump in. Let them think and speak freely.

The less you talk, the more you’ll learn. Ask with curiosity, listen with patience, and let your customers lead the way to real insights.

7. Dig Deep Into Pain Points and Workarounds

To build a SaaS product that people will pay for, you need to solve a problem that’s not just annoying—but painful. The kind of problem that interrupts workflows, causes frustration, wastes time, or costs money. To uncover that level of insight, you need to go beyond surface-level complaints and dig into the real pain and how people currently deal with it.

Understand the real cost and urgency of the problem.
Don’t settle for vague frustrations. Ask how the problem impacts their time, productivity, or revenue. A strong signal is when someone has already tried to fix the issue on their own—by building workarounds, stitching together tools, or even hiring help.

You can ask:

“What happens if this problem isn’t solved?”
“How often does this affect your work?”
“How much time or money do you think this costs your team?”

Ask what’s missing in current solutions

If they’ve already tried other tools or processes, that’s a great opportunity to learn. What didn’t work? What do they wish those solutions had done better? These answers will guide your product decisions more than any feature wishlist.

Try:

“Have you tried anything to solve this?”
“What was frustrating or lacking about that solution?”
“If that tool had worked perfectly, what would it have done differently?”

Look for signals of urgency and willingness to switch.
A problem might be real but not urgent enough for someone to take action. If users say, “Yeah, it’s annoying, but we just deal with it,” that’s a red flag. But if they say, “We’ve looked at a few tools, but nothing fits,” or “We’re actively trying to fix this,” you’re likely onto something worth building.

Even better, test for commitment:

“Would this be a priority for you if a better solution existed?”
“Have you considered paying for a tool to solve this?”
“How much time would you invest in trying something new?”

You’re not looking for people to be polite. You’re looking for people in pain—and ready to do something about it. When you find them, you’re getting closer to product–market fit.

8. Take Structured Notes and Record With Permission

User interviews are only as valuable as the insights you can remember, share, and act on. That’s why good documentation is critical—not just for yourself, but for your team and future decisions.

Capture context from the start.

Before diving into the interview, note down key details about the person you’re talking to, such as:

Job title and responsibilities
Company size and industry
Tools they currently use
Their role in decision-making

This context will help you later when spotting patterns, segmenting feedback, or identifying your strongest early adopter profile.

Use recordings to revisit and align.

Live conversations move fast. You won’t catch every insight the first time, especially if you’re focusing on being present and asking follow-up questions. Recording interviews (with permission) allows you to go back and review important points, capture quotes, and ensure your interpretation is accurate.

Recordings are also invaluable for team alignment. Sharing clips or transcripts with your co-founders, designers, or developers brings the user’s voice directly into product discussions—and prevents bias from filtering what you heard.

Always ask for consent.

Before you hit record, ask clearly:

“Do you mind if I record this conversation? It’s just so I can refer back later and make sure I don’t miss anything—you can say no, of course.”

Most people will say yes, especially when they know it’s just for internal use. But respect their choice either way. If they decline, rely on handwritten or typed notes—and consider having a second person on the call to help document.

Good notes and recordings turn fleeting conversations into long-term assets. They make insights actionable, shareable, and reliable—far beyond what memory alone can hold.

Read more about helpful tools in user interviews: Tools That Help You Conduct SaaS Validation Interviews

9. Use Incentives Thoughtfully

Getting people to agree to an interview—especially busy professionals—can be a challenge. Offering an incentive is a common way to increase participation, but how you use them matters. The wrong incentive can attract the wrong people or distort the feedback you get.

Small tokens can boost response rates

A modest thank-you, like a €20 gift card, a discount code, or early access to your product, can make it easier for people to say yes—especially if they don’t know you yet. It shows you value their time and helps establish trust from the start.

Other options include:

A donation to a cause in their name
Access to early research findings
A free month of your SaaS product (once live)

Avoid over-incentivizing

If the reward is too large, you risk attracting people who are more interested in the reward than in helping you understand the problem. These “professional interviewees” might tell you what they think you want to hear or exaggerate their pain points just to get through the session.

Remember: you want quality, not quantity. Ten honest, relevant conversations are far more valuable than fifty biased ones.

Be transparent about your purpose

When offering an incentive, explain that the goal is user research—not a sales call. Make it clear that their insights will help you understand a real-world problem better and improve a solution you’re developing.

Incentives should support the process—not become the reason people participate. Thoughtfully used, they can help you access voices that matter, without compromising the integrity of your research.

10. Iterate Based on What You Learn

Interviews aren’t just a one-time exercise. They’re part of an ongoing feedback loop that helps shape your product, your message, and even your understanding of the problem you’re solving. The most successful founders treat user conversations as a continuous source of insight—not a checkbox to tick before building.

Refine as you go

Every few interviews, take a step back. Are you hearing the same problems again and again? Are people responding to your questions with real stories—or just polite nods? Use this information to adjust your approach:

Your MVP – Focus more tightly on the problems that are repeated and urgent. Remove features that solve edge cases or hypothetical pain.
Your pitch – Start describing the problem using the exact words your interviewees use. This builds credibility and emotional connection.
Your questions – As you learn more, sharpen your interviews to go deeper into areas of real tension or opportunity.

Look for repeated pain points and buying signals

Patterns are your guide. If 8 out of 10 people mention the same frustration unprompted, that’s a strong sign. If multiple users say things like “I would pay for that” or “Let me know when it’s ready,” you’re getting closer to a real opportunity.

But be careful: strong interest is not the same as strong intent.

Don’t chase vague interest

“I’d probably use that” or “Sounds cool” might feel encouraging, but it’s not enough. Real validation shows up when people express urgency, offer referrals, or commit time or money. That’s when you know your problem is worth solving—and that your solution might be worth building.

Stay humble. Let the feedback shape your path. The best SaaS products aren’t the result of perfect ideas—they’re the result of teams who listened, learned, and adapted.

Key Takeaways

Focus on understanding the customer’s world, not validating your solution.
The goal of user interviews is to uncover the real problems your target users face—not to get confirmation that your MVP is the answer. By prioritizing problem discovery, you ensure that your product addresses urgent, real-world needs.
Aim for open-ended, problem-centric conversations with the right target users.
Engage in deep, open-ended conversations that help you truly understand your users’ pain points. Let the conversation flow naturally to uncover insights that lead to better product development. Ensure you’re talking to users who genuinely face the problems you’re solving.
Let insights from real problems drive your MVP development and roadmap.
Use the feedback you gather to refine your MVP, adjust your value proposition, and create a roadmap that reflects what users truly need. Insights from real users will guide you toward features that matter, not just nice-to-haves.

By following this approach, you increase your chances of building a SaaS MVP that directly addresses your users’ most pressing challenges—and sets the stage for achieving product–market fit. Understanding your customers’ world and their pain points will help you create a product that people actually want to use.