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.

Where there are low consequences and you have very low confidence in your own opinion, you should absolutely delegate.

When you start a company everything is going to feel like a mess. And it really should. If you have too much process, too much predictability, you are probably not innovating fast enough and creatively enough.

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.

Most people would agree that the details matter when it faces the user. But where the real debate is on things that don't face the user.

The most important job of an editor is simplify, simplify simplify, and that usually means omitting things.

You really need to spend a lot of your time focussing people.