When you're making a critical decision, you have to understand how it's going to be interpreted from all points of view. Not just your point of view, not just the person you're talking to, but the people that aren't in the room. Everybody else.

How do you make your company a good place to work in general? That's a really really really large and complex set of skills. A lot of it is on the job training, combined with excellent mentorship.

As a company grows, communication becomes its biggest challenge.

Early in my career as an engineer, I’d learned that all decisions were objective until the first line of code was written. After that, all decisions were emotional.

Business ends up being very dynamic and situational.

Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand.

The thing that's confusing for investors is that founders don't know how to be CEO. I didn't know how to do the job when I was a CEO. Founder CEOs don't know how to be CEOs, but it doesn't mean they can't learn. The question is... can the founder learn that job and can they tolerate all mistakes they will make doing it?