Execute like there's no tomorrow, strategize like there will be.
Startups often win because it's easier to see what comes next when you don't have to worry about maintaining what came last.
Opportunity lives at the intersection of what people need tomorrow and can be just barely built today.
I think people are always able to achieve more than they think they can. While that’s cliche, I don’t know if managers think about that enough. You have to set your sights extremely high.
The product that wins is the one that bridges customers to the future, not the one that requires a giant leap.
My workday begins around 11 A.M., with a cup of black coffee in each hand. If I had more hands, there would be more coffee.
I have a lot of faults. I often interrupt in meetings. I talk too loud. I talk too fast.
Companies have never won. You're always either fighting for survival, or fighting for relevance.
Better to be too early and have to try again, than be too late and have to catch up.
The chance of failure is almost always better than the guarantee of never knowing.
Focus too much on the near-term and you won't get tomorrow's customers, focus too much on the long-term and you won't get today's.
Tip: Take the stodgiest, oldest, slowest moving industry you can find. And build amazing software for it.
Start with something simple and small, then expand over time. If people call it a 'toy' you're definitely onto something.
Innovation is hard because solving problems people didn't know they had & building something no one needs look identical at first.
Why we do what we do: that moment when you get to see the future on your computer screen before the rest of the world.
We're enamored with the concept that there's always a price. But sometimes, your goal is to build a great company, not sell it.
Better to be right about the trend and wrong about the implementation, than the other way around.
That's already been tried before only means the first attempt got it wrong.
Start with the assumption that the best way to do something is not the way it's being done right now.
The only barrier to entry you can create is to consistently build a great product.
Everything about the enterprise, and then by definition the software the enterprise uses has changed - just in the last 5 years.
You intentionally start small, because you will not be able to compete with an incumbent... because the incumbent is always going to go for the full solution.
In the enterprise you want to start intentionally small.
If there could've ever been a magical time to build an enterprise software company, now is absolutely that time.
All we're really doing is repeating technologies that were tried 10, 20, 30 years ago... it's just that it was too expensive, too unusable, and we didn't have the enabling technologies to make it possible.
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