Product-market fit is no longer a one-time achievement; it requires continuous validation and adaptation every six months as markets evolve.

In today's fast-paced market, achieving product-market fit is a continuous process, requiring founders to think like entrepreneurs and adapt every six months.

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.

To find product-market fit, I have to deliberately not act on the feedback of many early users while still listening intensely to what people want. It's about making something that people want, but not just what everyone wants.

In the early days of Wufoo, we focused on creating a great customer experience by ensuring that everyone in the company was passionate and involved in customer support, which helped maintain our culture and efficiency.

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.

Even at level four, finding product-market fit for new products is challenging and requires continuous effort.

At Wufoo, we aimed to create a product that people wanted to love and have a relationship with, rather than just a tool that reminded them of working in a cubicle.

To find product-market fit, you need to engage in thorough conversations with customers, asking detailed questions to uncover their actual needs and pain points, as customers will share their vision and problems if you ask the right questions, leading to valuable insights for product development.