Instead of setting early revenue targets, new products should focus on a more telling metric: getting a small cohort of sophisticated users to become obsessed. This deep engagement is a leading indicator of product-market fit and provides the necessary insights to scale to the next 50 users.

To find product-market fit, ignore feedback from users who are 'not disappointed'. Instead, focus on converting the 'somewhat disappointed' users who already grasp your core value proposition. They are only a few features away from becoming evangelists.

Intense early customer love from a small, specific niche can be a false signal for product-market fit. Founders must distinguish between true market pull and strong fit within an unscalable sub-market before they saturate their initial user base and growth stalls.

Before changing the product, redefine your target market to focus only on the user segments that already love what you've built. By simply segmenting their data to exclude misaligned personas, Superhuman's PMF score jumped 10% without writing any code.

To sustainably increase product-market fit, dedicate half your resources to doubling down on what users already love and the other half to removing what holds others back. Only fixing problems erodes your magic, while only building new features fails to expand your market.

Superhuman's Product-Market Fit engine advises completely ignoring feedback from "not disappointed" users. This counterintuitive strategy prevents teams from being distracted by requests for features that are unlikely to ever convert detractors into fans.

Eve discovered the true product-market fit for their old product only when they announced its shutdown. The most passionate customers protested vehemently, revealing the product's actual value and core user base, a high-stakes but effective test.

Rahul Vohra champions Sean Ellis's metric as the key leading indicator for PMF. By surveying users with this simple question, teams get an objective, benchmarked score to optimize against, moving beyond subjective feelings about product success.

Founders mistakenly define product-market fit by revenue or customer numbers. A better definition is achieving a high retention rate, proving customers get long-term value. This prevents scaling a business that can't retain its customers.