My payments product grew a storefront. Now it wants Tap to Pay. Where should I stop?

I've been building SaturnShift as a payments platform for businesses to accept cards, ACH and stablecoins. Over the last few months I've added invoicing, payment links, QuickBooks and WooCommerce, and lately I've been thinking much more about the smaller merchant.

One thing started bothering me. With WooCommerce, I'm only useful once a merchant already has a store. But the person who just wants to sell 10 or 20 products often doesn't want to build a WordPress site, configure WooCommerce, install plugins and stitch it all together in the first place. So I'm meeting them one step too late.

That led me down a slightly dangerous founder rabbit hole :)

I'm now building the first version of a hosted online store directly inside SaturnShift. The reason I let myself do it is that it reuses almost everything I already have. The merchant's product catalog already lives in SaturnShift and the payments are already built, so the storefront is really a thin layer on top. AI helps generate it, they publish, and cards, ACH and stablecoin payments are part of the experience from the first sale. It felt less like a new product and more like removing the last reason a small merchant couldn't start selling.

Then a harder question showed up. A lot of these merchants don't only sell online. They sell at farmers markets, fairs and pop-ups, and if I give them a storefront but they still reach for Square every Saturday to take an in-person card, I haven't changed their week very much.

The tidy answer is Tap to Pay, and I can feel how good that story sounds. But it's also the first thing on this path that wouldn't simply reuse what I already have. It means building a proper in-person payment experience, dealing with device compatibility and a different operational flow, and eventually deciding how far we want to go into physical POS. So it's the first place where I genuinely can't tell whether I'm following the customer or following the symmetry of my own narrative.

I'm trying to stay disciplined because I know how easily a product can become too broad. Phase one is only the storefront. I'm not trying to build another Shopify or a general-purpose website builder. The thesis is narrow on purpose: if the catalog and the payments already exist, how little work should it take for a small business to actually start selling?

That's what I'm chewing on now. The store was relatively easy to justify because it reused almost everything I had. Tap to Pay doesn't, and that's exactly what makes the decision interesting.

When the adjacent customer problem is real, but solving it means building genuinely new infrastructure rather than extending what you already have, how do you decide whether you're following real demand or just completing a story that sounds good in your own head?