"Startups only exist to find product-market fit."

Startups are fundamentally distinct from big companies; they do not require equivalent functions for every department that exists in established enterprises.

The sole operational objective of a startup prior to Product-Market Fit (PMF) is to discover that fit; all other activities are secondary and often irrelevant.

Allocated capital and effort in early-stage ventures should be exclusively directed toward finding PMF, typically manifested in a lean team of two to three founders, minimal hardware, and a single additional engineer.

There is no equivalent spending on enterprise-level functions, such as dedicated departments or large offices, during the pre-PMF stage.

Founders often make strategic errors by mimicking the structure of larger companies, adopting unnecessary roles and functions to create an illusion of maturity.

Early-stage companies frequently incur unnecessary costs on physical infrastructure (e.g., offices) or marketing (e.g., ads) and establish redundant departments that do not yet require management.

Adopting enterprise-like structures creates management overhead and distraction, actively hindering the primary goal of reaching PMF.

The accumulation of unneeded roles diverts focus from execution to internal administration, reducing the probability of success.