I would tell startups to just keep your head down, keep building. Your contingency plan, if you have one, should be because you are still spending more than you make and you still don't have a line of sight for that J curve. That is the most important contingency. Because otherwise you are betraying that equation to your cofounders, to your investors, to your employees and to your customers.

If you look at the ecosystem, entrepreneurs as a class have gotten younger, younger, and younger. They also as a class have become less and less and less experienced. The good part about that is that you're unlocking this ability to start a company to so many more people. That's an amazing positive. The negative is they're coming to that job with dramatically less experience than they've ever had. So there needs to be someone around the table that can then help them.

It's OK, by the way, that it takes 10 years for you to make "money." Since when was it that being in your mid-30s to make a few hundred thousand dollars or a million dollars was like egregiously unfair? I think we have to have a sense of perspective here. We're all going to live into our 80s or 90s. So what is everybody in such a rush for?

The point of Silicon Valley at least when I moved here was we're all trying to do stuff and none of us quite felt like we fit in anywhere else. But we were all trying to do good things. And the money was just the byproduct of good things. The idea that there's an obligation to have that thing happen in four years or five years or six years, I think we need to disavow that.

The half-life of companies is shrinking. So in the same ease in which you can start a company today to disrupt an incumbent, you have to also realize that somebody will do that to you as well just as easily. So if you're not just going to get on top but stay on top, that will require a real prepared mind across many companies.

I think going public should not be a goal and the more that we make it a goal, the less it will be a goal. It's kind of like, I have three young children and when I tell them to eat vegetables, the last thing they will ever do is eat vegetables. I think it's just this weird thing where entrepreneurs have a reflexive negative reaction when people are pushing for it. I think you have to view going public for what it is, which is a transitional moment where you can consolidate mindshare and win at an even larger scale.

I think unfortunately in this gold rush mentality that we've been in for the last years there has been not enough focus on business model quality. So when push comes to shove, there actually aren't that many great businesses that can go public. Because I think if you're going to thrive as a public company, it presupposes that you make more money than you spend.