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

The team you build is the company you build.

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

Don't accept the excuse of complexity. A lot of people will tell you, this is too challenging, this is too complicated, yeah well I know other people simplify but that's not for me, this is a complicated business. They're wrong. You can change the world in 140 characters.

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

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.

The way you scale that is you create notes for every meeting and send it to the entire company.