What you actually want to do with every single employee, every single day is expand the scope of their responsibilities until it breaks.

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.

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.

Build a company that idiots could run because eventually they will.

I walk into a company office and I can tell often whether I'm gonna invest, as soon as I walk in.

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

I think you must have your own office. I don't believe ever in shared office spaces.