Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.

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

Some people can't learn to play the guitar by reading a book. You have to actually try to manage a bit and you won't do well at first.

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.

You need to simplify the value proposition in the company's metrics for success on a whiteboard.

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.

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