It's easy to shortcut when you get busy explaining the why's of the world, but it's very important to try.

The team you build is the company you build.

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

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

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.

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.

Every good startup is a cult. And it's really hard to create a cult if you are sharing space with people. Because a cult means you think you are better than every other startup, you have a special way of doing things that's better than anyone else in the world.