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On Product-Market Fit

cra.mr · 1,750 words · saved by 1 readers

One of the most difficult challenges I’ve faced in my career is figuring out product-market fit. I’d wager most of us have gotten there through sheer dumb luck. What do we do if we’re not lucky, if we don’t strike gold on our first try? I don’t know if I have the answer. What I can do is try to break down what worked for Sentry’s error monitoring - a reverse engineering of sorts - and reason about how we’d apply that to new products. Before we do that, we need to address what product-market-fit (PmF) means. I have a simple way of reasoning about this. It’s not Math. It’s not some jargon from business school. PmF is when customers sell your product for you. It’s when you’ve solved something in a way that gives people a visceral, emotional reaction. It’s when they champion - and more importantly defend - your product. It’s when you begin to understand why cold sales are an inefficient use of resources. Sounds great, right? So how do we get there? There’s a lot that goes into achieving th

On Product-Market Fit This is part of a series of posts about decisions we've made at Sentry over the last 15 years. I genuinely feel we've been through a lot with Sentry and our learnings provide value to others. More so, I believe people in this industry, most successful people, do others a disservice by not having honest conversations about the hardships and endurance it takes to succeed. This all started with Sentry: From the Beginning . One of the most difficult challenges I’ve faced in my career is figuring out product-market fit. I’d wager most of us have gotten there through sheer dumb

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