No matter what you choose, build stuff and be around smart people.
Obsess about the quality of the product.
In general don't start a startup you're not willing to work on for ten years.
One of the biggest advantages that start ups have is execution speed, and you have to have this relentless operating rhythm.
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.
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.
You need unstoppable people. You want people that are just going to get it done.
I think as a rough estimate, you should aim to give about 10% of the company to the first 10 employees.
You also want people who are maniacally determined and that is slightly different than having a risk tolerant attitude.
... you should be able to describe any employee as an animal at what they do.
These all sounded really bad, but they turned out to be good. If they had sounded really good, there would have been too many people working on them.
... why I said cofounders that aren't friends really struggle, is that you can't be focused without good communication.
Growth and momentum are what a startup lives on and you always have to focus on maintaining these.
Why couldn't it have been done 2 years ago, and why will 2 years in the future be too late?
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