When raising money, you want to look through the lens of 'What happens when things go wrong?'

You can take somebody's job, you have to take their job, but you don't have to take their dignity.

In a company, hundreds of decisions get made, but objectives and goals are thin.

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.

Planning is valuable, tho the plan is usually useless.

Every time you make the hard, correct decision you become a bit more courageous, and every time you make the easy, wrong decision you become a bit more cowardly. If you are CEO, these choices will lead to a courageous or cowardly company.

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