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Continuous discovery sounds like a big-company luxury. In practice it is a fixed slot in the calendar and a one-page document nobody has an excuse not to read.
The minimal system
Two interviews a week, thirty minutes each, recruited from inside the product with a quiet banner. One engineer always in the room, rotating. Notes go to a shared board the same day.
What matters is not the number of interviews but the rhythm. By month three the team starts quoting customers by name in prioritisation meetings, and that is when discovery stops being the PM’s task and becomes a team habit.
If discovery depends on someone having spare time, it is not continuous. It is occasional.