No matter what you choose, build stuff and be around smart people.
Someday, you need to build a business that's difficult to replicate. This is an important part of a good idea.
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.
I think as a rough estimate, you should aim to give about 10% of the company to the first 10 employees.
In general don't start a startup you're not willing to work on for ten years.
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.
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.
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.
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.
Because so few people make an actual long term commitment to what they're building, the ones that do have a huge advantage.
Founders are usually very stingy with equity to employees and very generous with equity to investors. I think this is totally backwards.
There are 3 things I look for when I hire people. Are they smart? Do they get things done? Do I want to spend a lot of time around them?
Be suspicious of any work that is not building product or getting customers.
Remember that you are more likely to die because you execute badly than get crushed by a competitor.
Great execution towards a terrible idea will get you nowhere.
One thing I tell startups all the time is that the best way to grow is to make their product better.
Two other things that we hear again and again from our founders, they wish they had done earlier, and that is... simply writing down how you do things and why you do things.
Obsess about the quality of the product.
The second part of how to hire: try not to.
Most things are not as risky as they seem.
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