Achieving product-market fit can feel like you're out of control, but it's important to recognize that not every company will experience explosive growth; some can thrive while maintaining control over their destiny.

You know you've found product-market fit when customers are actively pulling the product out of you, often indicated by high demand and feedback.

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.

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.

You know you've achieved product market fit when customers are actively seeking your product and returning without prompting.

Extreme product-market fit leads to momentum where the market pulls you along, making it easier to know what to build and hire.

We finally built products for our users after a long period of trial and error, which felt like we were bumbling around in the dark before finding our way. Achieving product-market fit feels like navigating through obstacles until you find the right path to success.

Product Market Fit (PMF) occurs when a startup has built a product that customers love and are using, shifting the focus from defining customer needs to scaling the business. When you're pre-product market fit, your main focus should be on finding that fit, while post-product market fit, your priority shifts to maintaining and scaling that fit.

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.