For me it's a no brainer, if I were CEO / CTO, until product-market-fit is achieved and exponential growth is visible, I'd just outsource Q&A and that's that.
For me it's a no brainer, if I were CEO / CTO, until product-market-fit is achieved and exponential growth is visible, I'd just outsource Q&A and that's that.
If your product is non-trivial in size or scope, ie it is not a cookie-cutter solution, then the testing of your product will also be non-trivial if you want it to work and have a good reputation (including during those all-important live demos, poc's, etc).
QA does not mean "click on things and go through the happy path and everything is fine" - not saying you are implying that, but gosh the amount of companies that think it's child's play is crazy.
Are there many products that reach such sizes without achieving Product Market Fit (PMF)? I feel like after this step is achieved, QA becomes pivotal and involves a great combination of manual and automated procedures. So I agree with you in this regard.
But going back to my initial assumption. I think starting a fresh company without PMF and spending a lot on QA until that is achieved, might not be the best approach.