Contracting is very distracting. But it's distracting in a different way than a full-time job. And I think it's game-changing for lean startups in a way that may moot some of the concern about concentration.

First, contracting requires hustle just like moving a product does. It's an investment decision (of time, rather than money) in a way that a 9-5 job can't be. It involves company building and has knock-on effects (recruiting, applications for IP) that can help the product business. And it is flexible.

And this whole notion that you need unbreakable concentration to start a company seems like an extension of the idea that there's a runway, launch, and hockey-stick curve to all product businesses. But those things that yo' liable to read in de blog posts, they ain't necessarily so. Particularly if you have a functioning consulting engine.

I'm less familiar with direct-to-consumer products than most people on HN are; I sell to businesses. The overlap between selling services to companies and selling products to companies is significant. Maybe you should consider something businesses want, so you have options besides getting shot out of the VC cannon.