I was on a call earlier with a founder who was genuinely frustrated.

"Our reviews are incredible. People love the product. But every time we try to scale ads, everything falls apart."

Sound familiar?

Here's what I told her ...

A "good product" has nothing to do with your ability to scale.

I know that stings a little. But stay with me.

"Good" is something customers experience after they buy. It shows up in reviews. In repeat purchases. In how they talk about you to friends.

But here's the problem: none of that matters if people aren't buying in the first place.

Product-market fit isn't about quality. It's about urgency.

PMF is when a specific group of people feels a problem so strongly that buying becomes the obvious move. Not a "nice to have." Not "I'll get to it eventually." But a priority.

Quality improves what happens after the purchase … like retention.

Urgency determines whether the purchase happens at all.

This is why you can have a premium, well-made, genuinely helpful product ... and still struggle to scale.

The market doesn't reward "good."

The market rewards "relevant right now."

So what does this mean for you?

If you've been stuck thinking, "People love it once they try it" ... you might be solving the wrong problem.

Tomorrow, I'll show you how to spot this in your own business. There are a few telltale signs that urgency is the real issue, not your product or your ads.

See you tomorrow,

Jeremiah

P.S. Here's a question worth sitting with … do your best customers buy because they want your product ... or because they need the outcome it delivers? There's a big difference. More on that tomorrow.

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There was no review queue, no editorial process, no post-facto revisions. I just wrote it and sent it … therefore, I can pretty much guarantee some sort of typo or grammatical error that would make all my past english teachers cringe.

Anonymous Data Disclaimer … Most of my clients prefer that I not share the inner workings of their businesses or the exact details of the marketing strategies we develop. In order to be able to share my own proprietary intellectual property without violating the sensitive nature of my relationship with them, I often anonymize what I share with you. This may include changing the specifics of their industry, what actually happened, or what we developed together. When I make these changes, I work to preserve the success principle I want to convey to you while obscuring sensitive data. This is necessary.

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