The key to culture is it's a framework for making decisions. And if it's baked into your culture, people learn how to make decisions across that culture without you ever saying anything. You never have to really do anything except watch and promote and move people around.

Create tools that enable people to make decisions at the same level, ideally, of fidelity that that you would make them yourself.

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

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

The real thing you do is you ask a lot of questions.

As the company scales, everybody is not going to get invited to every single meeting, but they're gonna want to go to every meeting.

If people start going to a desk, some one individual employees desk and they don't report to them... it's a sign that they believe that person can help them. So if you see that consistently, those are your barrels. Just promote them, give them more opportunity as fast as you can.