After achieving repeatability, the founder/CEO has a 'second job.' They must stop building and selling the product themselves and start building the company that does it for them. This means shifting from being the PM of the product to becoming the PM of the company.

As startups hire and add structure, they create a natural pull towards slower, more organized processes—a 'slowness gravity'. This is the default state. Founders must consciously and continuously fight this tendency to maintain the high-velocity iteration that led to their initial success.

Processes that work at $30M are inadequate at $45M. Leaders in hyper-growth environments (30-50% YoY) must accept that their playbooks have a short shelf-life and require constant redesign. This necessitates hiring leaders who can build for the next level, not just manage the current one.

In fast-moving industries like AI, achieving product-market fit is not a final destination. It's a temporary state that only applies to the current 'chapter' of the market. Founders must accept that their platform will need to evolve significantly and be rebuilt for the next chapter to maintain relevance and leadership.

Many founders mistakenly believe achieving product-market fit is the final step to explosive growth. However, growth only ignites after also finding a repeatable go-to-market fit, which translates the founder's initial sales success into a scalable process that a sales team can execute consistently.

PMF isn't a one-time achievement. Market shifts, like new technology or major events, can render your existing model obsolete. Successful companies must be willing to disrupt themselves and find new PMF to stay relevant.

The idea that startups find product-market fit and then simply scale is a myth. Great companies like Microsoft and Google continuously evolve and reinvent themselves. Lasting success requires ongoing adaptation, not resting on an initial achievement.

Pivoting isn't just for failing startups; it's a requirement for massive success. Ambitious companies often face 're-founding moments' when their initial product, even if successful, proves insufficient for market-defining scale. This may require risky moves, like competing against your own customers.

PMF isn't a fixed state achieved once. It's a continuous process that must be re-evaluated at every stage of growth—from $1M to $1B. A company might have PMF for one scale but not for the next, requiring a constant evolution of strategy and product.