I found Steve Blank (https://www.amazon.com.au/Four-Steps-Epiphany-Steve-Blank/dp... is particularly relevant to high tech products and services.
Most likely case (if you have savings): you wind up back in the workplace having lead a more interesting life and having spent your savings.
Worst case: like someone I know you are not able to return the salaried position you once had.
Best case: you get on an accelerator programme, get some support/money and your product takes off.
You may like this book;
Here some resources I found useful to do first B2B sales and get a general understanding of the process.
1. Peter Levine course of sales for tech entrepreneurs https://www.amazon.com/Four-Steps-Epiphany-Steve-Blank/dp/09...
3. Close.io SaaS Sales Book https://close.com/resources/saas-sales-book/
4. The Sales Acceleration Formula: Using Data, Technology, and Inbound Selling to go from $0 to $100 Million by Mark Roberge https://www.amazon.com/gp/product/1119047072
Also I advice you to fasten you educational feedback loop as mush as you can.
The last boo can help you with metrics as well.
Each of those books are projects (the order I put them in is more or less recommended) ... that's probably a couple months of careful study.
If you want to intersperse it with light reading, the following non-fiction novels are really good examples of the principles in practice (in not always obvious ways):
You can get used copies on ebay for about $3 each.
Thoughtfully engaging with the material is likely worth 1,000 times that.
Also the commonly cited Reid Hoffman, Seth Godin and Peter Thiel books I think are mostly a waste of time. Al Ries is ok (and quick) and Jim Collins is good if you're trying to turn around a 5,000 person company, but oh, if only I was so lucky.
Anyway, if you want to come back after reading those, I can give additional recommendations
That process is definitely different in an enterprise market. For whole-hog adoption, giant companies will want a mature solution. So instead you find ways to derisk it. Maybe it's a pilot program with a larger player. Maybe it's proving out the technology in an SMB context. Maybe you just find one mom-and-pop hotel who pays you not in money but in their time and data. Maybe you start with a single floor or even a single hotel room into which you preferentially book people who you think will be early adopters.
The M in MVP is for Minimum, and that applies not just to the product, but to the context of use. You start as small as possible, just enough to test your hypotheses. The smaller your tests, the faster you learn.
He makes another rookie mistake here: "I still need to buy the same number of tablets to rent to hotels, and can’t even really discount the product that much." Lean Startups are not cheap startups. It cost Toyota millions to build the first Prius, but they did not sell it for millions. That's fine, because the point of your early MVPs is not to cover the expenses. It's to learn things, including about what people will pay. In Lean thinking you price based on value, not cost, and then work hard to minimize costs while maintaining value.
Validate before building an MVP.
See: https://steveblank.files.wordpress.com/2009/09/customer-deve... -- company building happens at the end, not at the start.
His book: https://smile.amazon.com/gp/product/0989200507