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

I don’t believe in statistics. I believe in calculus.

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.

I was an executive running a pretty substantial group before becoming CEO, and I had no idea what it was like. When something goes wrong, people say, 'It's all your fault.' Your reaction is, 'It's not my fault.' But what do you mean? I was the founder, I hired everybody in the company, I was managing it.

The most important thing you can learn as CEO- one of the hardest things to do is, you have to discipline yourself to see your company... through the eyes of the people that you're working through. Through the eyes of the employees, through the eyes of your partners... through the eyes of the people who you're not talking to and who are not in the room.

As a startup CEO, I slept like a baby. I woke up every 2 hours and cried.

Most large mistakes in organizational design come from putting the individual ambitions of the people at the top of the organization ahead of the communication paths for the people at the bottom of the organization.