The ultimate goal is to achieve extreme product-market fit, characterized by widespread demand for a product that satisfies a critical need and can be delivered efficiently.

Scaling your startup before achieving product-market fit can be dangerous; it's better to spend as little as possible while figuring out what your product should be. If you have product market fit, customers will actively seek your product, and even a basic version can solve a significant problem for them.

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.

If you have a handful of happy customers but struggle to find new ones, it may indicate you're stuck at level one of product-market fit.

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.

Finding product-market fit is the single most important thing that your startup does in the first three years, yet it's often underexplored and underexplained.

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

To achieve market fit, your solution must uniquely address a significant problem that users face, making it indispensable to them.

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.