The most common failure in customer acquisition is getting stuck on one or two strategies and repeatedly trying them, which leads to doing more of what doesn't work.

At level three of product-market fit, the focus shifts to repeatability and scaling, where the marginal customer becomes easier to acquire, and leads start coming in more organically.

The key to achieving product-market fit is to continue iterating until you find something that resonates with users, rather than relying solely on metrics like signups.

Successful startups often start with non-scalable methods to acquire their first customers before moving to scalable growth channels.

Many startups fail because they try to do too much at once; it's better to expand on success one customer at a time.

Just because you launch a product doesn't guarantee customer acquisition; I had to fight hard for every customer after the initial excitement wore off.

Once you have an initial go-to-market strategy, the real challenge is retaining customers, as many companies experience high churn despite early traction.

Making a startup work is a miracle, and achieving product-market fit is a significant accomplishment that should be the primary focus, rather than spreading innovation too thin across multiple areas.

Product-market fit is crucial; you know you have it when growth is not your biggest problem, and when you pivot, you get another chance to succeed, increasing your odds of achieving product-market fit by taking multiple high-quality shots at it.