The person they're working with, is going to be the person they'll know more. So if that person leaves, they're going to go - well, should have I left too? What did they get and how does that compare to my deal.

Mark [Andressen] was more popular than me at the time ... He was like Beyoncé, I was Kelly Rowlings

In all the difficult decisions that I made through the course of running Loudcloud and Opsware, I never once felt brave. In fact, I often felt scared to death. I never lost those feelings, but after much practice, I learned to ignore them. That learning process might also be called the courage development process.

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.

One of the great things about building a tech company is the amazing people that you can hire.

It's quite possible for an executive to hit her goal for the quarter by ignoring the future.

Hire sales people who are really smart problem solvers, but lack courage, hunger and competitiveness, and your company will go out of business.