Snap's unique product development approach, where designers function as product managers, enabled their success as the last major social network to break through.

Innovating continuously was crucial for Snap to fend off competition from larger social networks, which often tried to stifle its growth.

Designers at Snap were not just responsible for design; they also had to manage the product roadmap and collaborate across teams, which was key to their success.

In the early stages, companies often fail to find product market fit, which can derail their success.

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.

When we had product-market fit at Zenefits, we found that our ideas worked exceptionally well, leading to rapid growth and a strong market pull for our product.

Many founders feel they never truly achieve product-market fit, often waiting until they reach significant revenue milestones to feel confident about their product's success.

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.

At Snap, the design team was small but powerful, with designers also acting as product managers, allowing for tight control over product development.