building typewriting.ai - digital (intelligent) transformation

I worked closely with many founders for last 15 years. Helped them build their MVPs, managed their tech and teams and accompanied them until failure or an exit.
 
Currently building a Gen AI startup solo, it's called Typewriting AI. 

Typewriting AI is a no-code chatbot builder for professionals, it helps them saving time from unnecessary messaging with the help of AI secretariat. In short, it replaces forms with a conversational chatbot.

Summary:

🥳 New & innovative ideas excite me
😌 Easy going
🧑‍🧒‍🧒 Father of two humans
🏃🏽‍♂️Active lifestyle without paying GYM

𝗟𝗶𝗻𝗸𝘀: 
+ Website: typewriting.ai
+ Github: @miumoin
+ YouTube: @tlcright
+ Twitter: @tlcright
+ Instagram: @tlcright 
+ Facebook: @truelight

Stripe is a product people worship—but don’t actually need.

You can run a checkout without Stripe. Most founders just don’t realize that. Long before APIs became trendy, Amazon was processing payments at scale. Stripe didn’t invent online payments. It just packaged them better.

So how did Stripe become the default? Not because it was necessary. Because it controlled the narrative.

You can process payments yourself. Call your bank. They’ll give you API access. Often cheaper. Sometimes free. Stripe takes a percentage not because payments are magic—but because most people never explore alternatives.

Stripe didn’t win by inventing something new. It won by inserting itself between ignorance and convenience.

There are only two ways an unnecessary product reaches product–market fit:
Embed yourself in B2B ecosystems—even at a loss—until you look indispensable.
Target people who don’t know they have options.

The second strategy is harder than it sounds. B2B adoption isn’t charity. Big corporations don’t integrate tools because they’re innovative. They do it for leverage—board pressure, revenue upside, or strategic positioning. Startups burn millions in VC money just to sit at those tables.

Once you're embedded, the real engine starts: narrative repetition.

- You don’t sell a product.
- You sell a belief.

You repeat:
- “Online business needs a payment gateway.”
- “Global scaling requires infrastructure.”
- “Stripe is the easiest way.”

You educate the market about a pain they weren’t actively feeling—and then you present yourself as the cure.

Repeat it enough times, across enough surfaces, and the story becomes truth.
“Stripe is the only way to process payments for millions of sellers.”

- Not technically true.
- But widely believed.

And in markets, belief compounds faster than necessity.

Moin Uddin

🤖 Expert at SaaS application development
🥳 New ideas excites me
😌 Easy going
🧑‍🧒‍🧒 Father of two humans
🏃🏽‍♂️Active lifestyle without paying GYM

[ 🦸 ]
␥ Scratch → 🌐 Web Application 🥣 TypeScript+React 🏃🏻‍♂️MySQL+PHP+Symfony 📦 AWS

𝗛𝗼𝘄 𝗜 𝗰𝗮𝗻 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂..
+ Evaluating business's technology acquisition or development plan
+ Developing your first MVP (Solo, or in a team)
+ Optimising your production infrastructure on AWS
+ Leading developer teams
+ Building a new project together

𝗟𝗶𝗻𝗸𝘀: 
+ Website: typewriting.ai
+ Github: @miumoin
+ YouTube: @tlcright
+ Twitter: @tlcright
+ Instagram: @tlcright 
+ Facebook: @truelight

building typewriting.ai & an intelligent SaaS studio

A startup is a war zone; CXOs are supposed to be hands-on.

I have never seen a startup in France where a C-level executive comes to recruitment interviews. Even when the job is directly connected to core technologies, I have hardly met any CTOs there. Even CEOs were more available than CTOs, who held big degrees from prestigious universities and were already full-time occupied at big companies.

Hands-on experience is very rare in France for C-levels, but big degrees are mandatory. After talking with multiple startups and established companies, here is a summary of what I found:

Investors place entrepreneurs with a duty to fill certain roles. These roles come with specific competence requirements, and recruitment agencies try their best to meet all the requirements with proof. Every recruit goes into their position to fulfill their role. Roles are well-documented based on global practices; the person has only one thing to deliver.

I find this practice bizarre, as a startup is not like big companies where a single person has very little contribution to the success or failure of the company. A startup is a war zone; every second matters, and so does every effort. You need fighters, and C-levels should come with the highest grade of capabilities along with strong leadership skills.

Money buys everything—loyalty and time. But without knowing how to lead a loyal army, you can never achieve impossible goals. And startups have only one thing to chase: impossible goals. Enterprises hire 10 people for the same goals that are delivered by 1 person in a startup. This is only possible when that 1 person is 10x motivated to work under leadership that brings more than just their salary to the table.

If you are a professional, tell me one single reason why you would want to put in more effort for the same or less salary.

You will never win with your product if you ignore one uncomfortable truth: money matters more than everything they taught you in school.

At a major tech event, a guest casually dropped a line that exposed how trends are really manufactured. He was a senior employee at a tech giant, visibly surprised to even be asked about AI. He said: “Last year we were all about blockchain. This year we’ve completely forgotten it. Now everyone talks about AI.”

That sentence explains almost everything.

AI didn’t win because it suddenly became “important.” It won because money flooded into it.

I remember the blockchain era well. I read thousands of articles written by people from every possible background. I understood almost nothing. And honestly? I still don’t understand half of what people confidently say about AI today.

A “vibe-code-only” frontend engineer once blamed me for being slow because I’m not a vibe coder. Fair. AI coding doeswork—but to me it’s a very efficient garbage generator. It produces output fast, but not the output I want. I learned how to code. I didn’t learn how to prompt.

AI coding is at its peak, yet I see almost nothing truly valuable coming from vibe coding. Maybe I’m blind—but I haven’t seen it. Instead, we now have “build in public”: people hyping mediocre apps, hiding them behind paywalls, offering generous refund policies, and calling it revenue. Many users forget to refund. The apps solve nothing. The screenshots look great.

This is how fake success is manufactured.

Trends don’t rise because they’re useful. They rise because money is aggressively spent on them.

Every AI coding platform is being rebuilt. Thousands of engineers can now ship something that technically works. But we are still far, far away from knowing whether this is a real professional shift—or just blockchain with better demos.

Before choosing what to build or which trend to chase, there needs to be a filter: is this utility-driven, or hype-powered?

Hype requires massive capital. Fake followers. Inflated metrics. All of it is traceable in data.

I wish someone would publish that data—clearly, brutally—and finally do something genuinely useful for the human race.

I’ve never fully understood the obsession with the word startup. To me, entrepreneurship isn’t a category of company — it’s a mindset.

I’m a lifelong entrepreneur with average coding skills. Over the years, I’ve helped others build businesses from scratch. I’ve never understood fundraising mechanics, and I’ve always been strongly opposed to taking loans. Because of that, I stayed away from external capital and focused instead on generating revenue as early as possible — even if that meant working for free at the beginning. That approach consistently worked for me, and I’m grateful to the people who trusted the process.

Most people wait for a “great idea” before starting. That’s a mistake.

Entrepreneurship doesn’t start with a product — it starts with a market.

You are not bound to a single idea. You are bound to a market. You can build multiple products, but you cannot serve multiple markets effectively. Your GTM strategy begins long before you write code. You must enter the market, live in it, experience the pain firsthand, and solve it for yourself.

That’s how durable businesses are built.

If you're creating an entirely new market, that’s different. It’s possible — but it’s a long, capital-intensive game. That’s where fundraising may make sense.

If I had to summarize bootstrapping from zero:
1. Choose a market you genuinely want to belong to.
2. Immerse yourself — consume, participate, build trust.
3. Identify real pain through lived experience.
4. Build small solutions.
5. Monetize early.
6. Reinvest and iterate.

Start with the market. The product will follow.

Finally, I understand where a startup truly begins.

Not with an idea or a product, but with a mission. I have been building software throughout my career. It is one of the easiest things to do on earth—especially now, with AI making it almost a one-prompt task. But software is not a startup.

I have refused to work with founders who start every conversation with the software. When you are already competing with an existing product in the market, it is no longer a startup; it is a traditional business. You know the market, and you simply bring an offer with a lower price or better quality.

A startup is not a conventional business. On the contrary, it creates a new market. A founder is meant to be a scout—someone with deep empathy for a community and a genuine desire to solve a real pain. The product is merely a tool to address that pain, but the founder must stay close to the people who are experiencing it.

Today, building software is easy. You talk to Claude Code or Gemini, and your software is ready in minutes. Then you end up with piles of software—like mine. You are lucky if you did not waste much time writing it. Still, turning it into a real business is extremely hard.

Why?

Because you are missing the one thing that truly matters: empathy.

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