I would argue that it's essential to set growth aside and prioritise achieving product-market fit. The logic behind this is straightforward: if you manage to attain product-market fit, you'll thrive, but if you fail, your venture will falter. It's that simple.

I often describe a Grand Slam as a marathon, not a sprint. It involves enduring extremely long matches, seven times over two weeks. In tennis, those who sprint don't make it to the finish line.

It's important to differentiate between a large market and a large opportunity; they're not one and the same. The ideal scenario is to tackle a significant problem within a substantial market, thereby creating a sizable opportunity.

Fear is like being shot out of a cannon. Imagine a car has fallen on someone I love—I get this clear, calm, intense bolt of energy. Anxiety, on the other hand, is like being haunted. You never actually see what's scaring you—it's just a story in your head that never goes away.

Much like whiskey, advice is best when it's of a high-quality, with provenance, and in short amounts. Have too much? And you're likely to be on the floor unable to make any good decisions.