We should be cannibalizing the existing state of our product every 6 to 12 months, making it look silly compared to what we have now.

To remain a market leader, you must be willing to cannibalize your own products before competitors do.

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.

Quarterly business reviews (QBRs) should be frequent enough to keep up with fast-moving product areas, adapting to a six-week cadence if necessary.

It's essential to continuously evolve your product to maintain its quality and coherence across all features, much like ensuring that a newly renovated room in a house doesn't clash with the rest of the home.

When we realized our competitors were shipping faster, we shifted our approach to product development, setting ambitious goals like building 25 new features in one month to drive innovation and focus.

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

Creative destruction is essential for companies; if you don't keep your technology current, you risk being outpaced by competitors.

We had four different iterations of our product from 2011 to 2014, and while we didn't pivot, we iterated based on our learnings to find product-market fit.