No matter what you choose, build stuff and be around smart people.
If someone is difficult to talk to, if someone cannot communicate clearly, it's a real problem in terms of their likelihood to work out.
Obsess about the quality of the product.
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.
No growth hack, brilliant marketing idea, or sales team can save you long term if you don't have a sufficiently good product.
One of the biggest advantages that start ups have is execution speed, and you have to have this relentless operating rhythm.
If you don't need it yourself, and you're building something that someone else needs, realize you're at a big disadvantage.
Startups are not the best choice for work-life balance, and that's sort of just the sad reality.
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
For most software startups, this translates to keep growing. For hardware startups, it translates to don't let your ship date slip.
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.
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.
I care much more about the growth rate of the market than it's current size and I also care if there's any reason it's going to top out.
There are exceptions of course, but most companies start with a great idea - not a pivot.
Great execution towards a terrible idea will get you nowhere.
... but the pendulum has swung way out of whack here. A bad idea is still bad, and the pivot happy world we're in today feels suboptimal.
The company just needs to see you as like this maniacal execution machine.
There's at least a hundred times more people with great ideas than people that are willing to put in the effort to execute them well.
Firing people is one of the worst parts of running a company. Actually in my own experience, I think it is the worst.
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