You want to start with the objective of everything should feel exactly the same.

The companies I have traditionally seen do best over the long term had lead investors for their seed rounds

You kinda want to look for the anomalies. You don't actually want to look for the expected behaviour.

The agenda should be crafted by the employee who reports to the manager not the manager.

The key metric of whether you've succeeded is what fraction of your employees use that dashboard everyday.

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.

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.