No matter what you choose, build stuff and be around smart people.
More important than starting any startup, is getting to know a lot of potential co-founders.
Every first time founder waits too long, everyone hopes that an employee will turn around. But the right answer is to fire fast.
Most things are not as risky as they seem.
You only get points when you make something the market wants. So if you work really hard on the wrong things, no one will care.
I think as a rough estimate, you should aim to give about 10% of the company to the first 10 employees.
Someday, you need to build a business that's difficult to replicate. This is an important part of a good idea.
One thing I tell startups all the time is that the best way to grow is to make their product better.
Obsess about the quality of the product.
In general don't start a startup you're not willing to work on for ten years.
Later, you should learn to hire fast and scale up the company, but in the early days the goal should be not to hire. Not to hire.
Execution gets divided into two key questions: 1) can you figure out what to do and 2) can you get it done.
A small communication breakdown is enough for everyone to be working on slightly different things. And then you loose focus.
I prefer to invest in a company that's going after a small but rapidly growing market than a big but slow growing one.
1 of the hardest parts about being a founder, is that there are a 100 important things competing for your attention each day.
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.
Study the unusually successful people you know, and you will find them imbued with enthusiasm for their work which is contagious. Not only are they themselves excited about what they are doing, but they also get you excited
Mediocre founders spend a lot of time talking about grand plans, but they never quite make a decision.
A board member of mine used to say sales fix everything in a startup, and that is really true.
The company just needs to see you as like this maniacal execution machine.
You also want to fire people who a) create office politics, and b) who are persistently negative.
It's easy to move fast or be obsessed with quality, but the trick is you have to do both at a startup.
For most of the early hires you make in a startup, experience doesn't matter very much, and you should go for aptitude.
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