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.
Startups are not the best choice for work-life balance, and that's sort of just the sad reality.
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
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 should think about for the next 10 years, you're going to be giving out 3-5% of the company every year.
So you should always stay on top of people's vesting schedules.
You never want to be in a place where an employee has vested 3 out of the 4 years of stock and they start thinking about leaving.
Developing a personal connection with anyone you're trying to do a big deal with is really important.
You have to be intense. This only comes from the CEO, this only comes from the founders.
In addition to relentlessly resourceful, you want a tough and a calm cofounder.
Experience matters for some roles and not others.
So always keep momentum, it's this prime directive for managing a startup.
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