I'd actually argue forging a company is far more harder than forging a product

Possibly the most important thing you do is actually edit the team.

I don't believe ever in shared office spaces. Peter talks a little bit about this, every good startup is a cult. It's very hard to create a cult if you're sharing space with people.

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

The more you simplify, the better people will perform. People can not understand and keep track of a long complicated set of initiatives. So you have to distill it down to one, two, or three things and use a framework they can repeat, they can repeat without thinking about, they can repeat to their friends, they can repeat at night.

You are not going to do most of the work. You shouldn't be doing most of the work... and the way you get out of doing most of the work, is you delegate.

I'd actually argue forging a company is far more harder than forging a product