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.

When we launched on Kickstarter, we were just five people, none of whom had experience in consumer electronics, so we spent six months in Asia developing the first prototypes of Pebble.

To achieve product-market fit, I disciplined myself to talk to as many users as possible, ensuring I understood their needs and concerns.

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

I never found product-market fit with my first startup, which made it a painful experience, but it was invaluable for my education.

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.

Before thriving, a startup must first survive, and sometimes achieving product-market fit takes longer than expected, requiring patience and strategic adjustments.

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.

Founders often get stuck at various levels of product-market fit, and it's essential to evaluate which of the four Ps—persona, problem, promise, or product—needs to change to move forward.