Jason Cohen

Who's the customer, and how do we get there, and what's our unique thing, and blah, blah, blah.

So this is all experimentation and unknown stuff.

So there's all these techniques you should use, like trying crap and pivoting fast and nonsense like that.

But after you have product market fit, you know those things.

And so the things that you do dramatically change.

And so just saying things like, we'll keep experimenting is not how you scale something that's already working.

So for example, you're not just building stuff.

You're hiring and managing humans quite different from finding a marketing channel or building software.

You have something to lose, like there's growth, there's customers.

So defending that becomes a whole thing to do that you not only didn't do before, but you shouldn't have.

There was nothing to do.

You built a kind of a crappy product because, of course,

So now it's time to fix it, which, again, you didn't do before, nor should you have, and now it's time.

That's different, again, different mindset.

Before, if you had a bug that affected 1% of your customers, that might be zero or one people, so whatever.

But now you have a bug that affects 1% of the customers.

You get 30 support tickets in a day, and now everyone's behind, and you get 30 negative tweets, and that's really bad.

So that means the rare things, which are now common, you have to do something about.

And it's hard to detect and deal with rare things just in general.

Totally different processes and mindset, right?