You can look at the cost structure of an incumbent company and discover: where are they not going to be able to drop their prices... because that business model is fundamental to the existence of the company.

My downtime tends to resemble my uptime. Weekends are workdays, but toned down. Over the whole weekend, I may have five meetings, as opposed to six on a weekday. I used to play piano for 30 minutes at night, but I had to pull that out of my schedule. I don't have time for nonwork stuff.

The only barrier to entry you can create is to consistently build a great product.

The chance of failure is almost always better than the guarantee of never knowing.

They can bring the technology in, then you can sell to the enterprise when they want to have better control, better security... you still have the same biz model as a traditional enterprise sw company, but the way to get into the company is through the end user.

There's a lot of pride that business owners have. It's actually really critical that pride and ownership extends to everyone in the organization. I think of everyone is in the same boat in driving the company forward.

What happens to the Microsofts, Oracles and IBMs of the world is that when they get big enough, they don't think they need to bring that same level of focus and energy to the end-user experience.