No matter what you choose, build stuff and be around smart people.
Obsess about the quality of the product.
One of the biggest advantages that start ups have is execution speed, and you have to have this relentless operating rhythm.
In general don't start a startup you're not willing to work on for ten years.
Execution gets divided into two key questions: 1) can you figure out what to do and 2) can you get it done.
Startups are not the best choice for work-life balance, and that's sort of just the sad reality.
No growth hack, brilliant marketing idea, or sales team can save you long term if you don't have a sufficiently good product.
If you don't need it yourself, and you're building something that someone else needs, realize you're at a big disadvantage.
The best people know that they should join a rocketship.
1 of the hardest parts about being a founder, is that there are a 100 important things competing for your attention each day.
Some day everyone will find out everyone else's comp, if it's all over the place, it will be a complete meltdown disaster
I believe in fighting with investors to reduce the amount of equity they get and then being as generous as you possibly can with employees.
For most software startups, this translates to keep growing. For hardware startups, it translates to don't let your ship date slip.
Startups are very hard no matter what you do; you may as well go after a big opportunity.
The natural state of a start-up is to die; most start-ups require multiple miracles in their early days to escape this fate.
The startups that do well are the ones that are working all the time.
The tenth social network, and limited only to college students with no money, also terrible. Myspace had won.
We pretty much won't fund a company now where the founders don't have vested equity because it's just that hard to do.
Most good founders that I know at any given time have a set of small overarching goals for the company that everybody in the company knows.
Whatever the founder cares about, whatever the founders think are the key goals, that's going to be what the whole company focusses on.
You can't be focussed without really great communication
Growth and momentum are what a startup lives on and you always have to focus on maintaining these.
A small communication breakdown is enough for everyone to be working on slightly different things. And then you loose focus...
It's better to have no cofounder than to have a bad cofounder, but it's still bad to be a solo founder.
... companies that I've been very involved with, that have had a very bad first hire in the first 3 or so employees never recover from it...
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