The assumption of the famous Product Market Fit usually triggers a battery of changes within the startup: increased burn, recruitments, optimization of functionalities, etc..
The consequences are quite severe when this fit turns out to have been misidentified.
In this short post, Michael Siebel shares his vision of what a true product market fit is.
Founders often try to signal they’ve reached product/market by pointing to their number of employees or a major round of funding. What I look for is a frantic founding team trying to deal with ever-growing numbers of happy, loyal, and ideally paying customers. Until then, stay lean, keep burn low, and resemble a Navy SEAL team instead of an Army battalion.