No matter what you choose, build stuff and be around smart people.
One of the biggest advantages that start ups have is execution speed, and you have to have this relentless operating rhythm.
Obsess about the quality of the product.
Startups are not the best choice for work-life balance, and that's sort of just the sad reality.
Execution gets divided into two key questions: 1) can you figure out what to do and 2) can you get it done.
In general don't start a startup you're not willing to work on for ten years.
The best people know that they should join a rocketship.
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.
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.
Most founders have not managed people before, and they certainly haven't managed managers.
In the early days of a startup, people's compensation is whatever you negotiate with a founder and it's all over the place.
So you should always stay on top of people's vesting schedules.
Why now, why is this the perfect time for this particular idea, and to start this particular company?
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.
In the beginning of a company, there is no management and this actually works really well.
When lack of structure fails, it fails all at once. What works totally fine from 0-20 employees, is disastrous at 30.
If you can just learn to think about the market first, you will have a big leg up on most people starting startups.
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