The United States dealt a major blow to its bilateral relationship with Mexico on Wednesday by formally accusing Rubén Rocha Moya, the governor of Sinaloa, of having ties to drug‑trafficking organizations. According to a filing made public by the Department of Justice, the U.S. Attorney for the Southern District of New York alleges that several state officials conspired with leaders of the Sinaloa Cartel to import large quantities of narcotics into the U.S. in exchange for political support and bribes. Among those charged is Senator Enrique Inzunza, who is a member of the ruling Morena party.

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In entrepreneurship, action is often celebrated more than reflection. Speed is praised, execution is admired, and entrepreneurs are constantly told to “just start.”

But the fact is that many failed businesses didn’t fail because entrepreneurs didn’t act; rather, they failed because entrepreneurs acted too quickly on untested assumptions.

One of the most common mistakes entrepreneurs make is jumping straight from identifying a problem to building a solution. It feels productive and innovative. It feels like progress. But more often than not, it is premature.

Between identifying a problem and building a solution, there are two critical steps that are often ignored: validating the opportunity externally and assessing its feasibility internally. Skipping these steps is where many promising ideas begin to fall apart.

Why a Good Entrepreneurial Idea Isn’t Enough

Every entrepreneurial journey begins with an idea—often sparked by a personal frustration, an observed inefficiency, or a perceived gap in the market.

A good idea does not automatically lead to good business, and an idea only becomes a real opportunity when two things are true:

1. The market confirms the problem is real and worth solving (validation).
2. You are positioned to solve it effectively and sustainably (feasibility).

Without both, even the most exciting ideas remain fragile.

The Wrong Path

Problem → Solution → Launch → Struggle → Pivot (or quit)

This path is driven by assumptions:

• “People will definitely want this.”
• “This problem is obvious.”
• “If I build it, they will come.”

The Right Path

Problem → Opportunity Validation → Opportunity Feasibility → Solution → Traction → Growth

This path is driven by evidence and alignment but it requires taking a couple of crucial steps before a solution to the perceived problem is finalized. First, let’s talk about what opportunity validation involves and why it’s important.

Opportunity Validation (External Reality Check)

Validation is the first reality check. It answers a simple but powerful question: is this a problem that enough people care about and are willing to pay to solve?

Too often, entrepreneurs assume the answer is yes because they personally experience the problem, a few friends agree with them, or the idea simply sounds good. However, the market rewards evidence over assumptions.

Proper validation does not require expensive tools or complex research. It starts with conversations. Speaking to real potential customers, not just friends, is one of the most effective ways to test an idea. Instead of asking leading questions like “Would you use this?”, it is more useful to understand how people currently solve the problem, what frustrates them, how often the issue occurs, and whether they have ever paid for a solution.

It is also important to go deeper than surface-level responses. Techniques like asking “why” repeatedly can uncover the real problem beneath the obvious one. What seems like a need for faster service, for example, may be a deeper issue of customer retention or lost revenue.

Beyond conversations, behavior matters more than opinions. If people are already spending time or money trying to solve a problem, it is a strong signal that demand exists. If they are doing nothing about it, the problem may not be as urgent as it seems.

Competition, often feared by new entrepreneurs, is also a positive sign. It indicates that a market exists and that people are already willing to pay. The goal is not to create demand from scratch, but to offer something better, simpler, or more effective than what already exists.

Before building anything substantial, smart entrepreneurs test interest in simple ways—through landing pages, waitlists, pilot programs, or even manual versions of their solution. These small experiments can reveal more than months of assumption-driven development.

Opportunity Feasibility (Internal Reality Check)

Once an opportunity is validated, the next step is feasibility. This is the internal reality check: can you pursue this opportunity right now?

A validated problem does not automatically mean a viable business, at least not for you. Feasibility requires an honest assessment of your readiness.

It starts with understanding the customer deeply. Without that, even a validated idea can fail due to poor execution. It also involves evaluating whether you have the necessary skills (or can realistically acquire them) to deliver the solution. No one starts with everything, but awareness of your capability matters.

Another key consideration is whether you can start small. Ideas that require significant upfront capital without room for testing carry higher risk. The ability to launch a simple version first creates room to learn and adjust.

Finally, there must be a clear path to profitability. Many ideas attract attention or users but fail as businesses because they lack a sustainable revenue model.

What’s the Difference Between Validity and Feasibility of an Idea?

An opportunity can be:

• Valid but not feasible (for you right now)
• Feasible but not valid (no real demand)

Absolute opportunity exists at the intersection of both.

When entrepreneurs skip validation, they risk building something nobody wants. When they ignore feasibility, they may pursue something they cannot sustain. But when both are in place, they build with confidence, execute with clarity, and grow with direction.

Many successful companies followed this disciplined path. Airbnb started by testing demand in a simple, low-risk way. Uber validated its model in one city before expanding. Paystack identified a real and urgent problem in payments and built a solution grounded in both demand and capability.

Why Entrepreneurs Skip This Process

Despite its importance, many founders skip validation and feasibility because:

• They are emotionally attached to their idea
• They confuse urgency with importance
• They fear losing momentum
• They overestimate market readiness
• They underestimate execution complexity

But discipline—not speed—is what builds sustainable businesses.

Use This Practical Framework to Assess Your Startup Idea

Before building anything, run your idea through this simple checklist:

Opportunity Validation

• Have I spoken to at least 5–10 real customers?
• Do they experience this problem frequently?
• Are they already paying for alternatives?
• Is the problem urgent and meaningful?

Opportunity Feasibility

• Do I understand the target customer deeply?
• Do I have (or can I access) the required skills?
• Can I start small and test?
• Is there a path to profitability?

If you cannot confidently answer these, pause.

In a world that celebrates “starting fast,” it takes discipline to pause and validate. Validation and feasibility do not slow you down, they save you from going in the wrong direction.

The deaths of two U.S. officials in a road accident early Sunday morning in a remote area of ​​the Sierra Madre Occidental mountains in the state of Chihuahua would have been nothing more than a tragic accident in a region full of steep canyons, where two Mexican agents also lost their lives. The magnitude of the matter changed when it was revealed that the Americans were agents of the U.S. Central Intelligence Agency (CIA). And it has escalated significantly in the last 48 hours, when President Claudia Sheinbaum stated that the four were “working together” on a mission of which the federal government was unaware. In addition to the state of Chihuahua, Sheinbaum has demanded explanations from the United States through a letter sent to its embassy.

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There are areas of Santa Ana, California, where English is a secondary language. The proliferation of taco stands, Western wear stores, money transfer businesses, and butcher’s shops reflects the deep influence of Mexican culture. In this atmosphere of nostalgia, surrounded by dozens of relatives who emigrated from Michoacán, Juan Carlos Valencia González, who is poised to become the new leader of the Jalisco New Generation Cartel (CJNG), took his first steps. On this side of the border, some don’t see him as a feared 41-year-old drug lord, but rather as a close relative about whom they speak in hushed tones.

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