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 people that work with you should generally come up with their own initiatives.

Your goal over time is to use less red ink every day.

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

There are three things you need to do as a CEO-founder. Think strategically, drive design, and drive technology. Some people who are really good at one can build a pretty foundational company. Most people who are very successful are good at two. But Jack is the only person in the Valley I've met who's all three. He's a first-rate strategist, a first-rate designer, and a first-rate technologist.

At first when you start a company, everything's gonna feel like a mess and it really should. It should feel like everyday there's a new problem, and what you're doing is fundamentally triaging.

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.