It's odd - but I don't really conceptualise working on these as separate things any more. While product-market fit might be the kernel, strategy & business mod

It's odd - but I don't really conceptualise working on these as separate things any more. While product-market fit might be the kernel, strategy & business model come along for the ride. They all co-evolve together. In many cases the p-m fit, strategy and business model are so intertwined that it just makes no sense to develop one before the other. Tweaks to the product affect our BM, tweaks to the BM affect how we think about the product, those tweaks to the product may drive the strategy in a different direction, and so on. I guess the hidden context here is that this is sound advice for certain kinds of B2C startups that are leaning towards, or capable of, VC scale investment. There you're not really leaving the business model to last. You have an initial business model of "get investment", and then you can transition to something more sustainable. Absolutely nailing that pm fit and strategic vision without the distraction of trying to produce a viable business model from the start probably makes sense. For the average bootstrapper or new product team - not so much. Because without some sort of income stream earlier on product development cannot continue.