The office environment that people live in and work in, dictates your culture and how people make decisions.

As the company scales, everybody is not going to get invited to every single meeting, but they're gonna want to go to every meeting.

Some people can't learn to play the guitar by reading a book. You have to actually try to manage a bit and you won't do well at first.

The construct of a dashboard, first of all should be drafted by the founder.

Most people, most great people even are ammunition. But what you need in your company are barrels. You can only shoot through the number of unique barrels you have, so that's how the velocity of your company improves... is by adding barrels, and then you stock them with ammunition and then you can do a lot.

It's actually a good thing if you do reference checks on somebody and half the people you call say they are a micromanager and the other half say they actually give me a lot of responsibility. That's a feature not a bug.

Barrels are very difficult to find. But when you have them, give them lots of equity. Promote them, take them to dinner every week, because they are virtually irreplaceable because they are also very culturally specific. So a barrel at one company may not be a barrel at another company. One of the ways, the definition of a barrel is, they can take an idea from conception and take it all the way to shipping and bring people with them.