The job of an editor is to ensure a consistent voice.

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

The office environment that people work in everyday dictates the culture that you are going to be in.

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.

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

It's never a metric, it's where the person is going or not. Metrics are used to make things work better, but don't necessarily make a business better.

When you start a company everything is going to feel like a mess. And it really should. If you have too much process, too much predictability, you are probably not innovating fast enough and creatively enough.