One of the tests that I frequently use in an interaction is I push on the idea and what I'm looking for is both flexibility & persistence.

The key thing for a CEO to keep their head in the game is recognize that there's turbulent times, plan for, you know, bad luck as well as good luck, keep people focused on what the key, you know, business wins are, and you know, provide the energy that people always need in order to, you know, to go into battle because, you know, work is hard and go into work and do that well. And provide a good leadership beacon for that. In other words, it's the same thing that makes good leadership in any other time.

Make sure a certain percentage of the people that you're hiring are generalists so that you can be, kind of reconfigured in the workforce pretty easily.

Now, in economic crises times, the kind of things you're looking at is it's generally harder to get capital, revenue growth may be more, revenue lines may be unstable or growth may be less easy to predict that you're going to get to. And so what you do is you take a certain conservative approach of when, as all entrepreneurs should do, you plan for both good luck and bad luck, you put extra time on, "Okay, if I have bad luck, what do I do about that?"

The entrepreneurial journey starts with jumping off a cliff and assembling an airplane on the way down.

When you’re doing work you care about, you are able to work harder and better.

Probably the biggest mistake that I made personally is I knew early on that I wanted to go into start-ups and creating kind of software that could help change the lives of millions of people. And basically what I did is I kind of went, okay, well, I need a set of titles and I need a checklist of skills, and I ran through all that, and that wasn't a useless thing, but what I didn't realize, and, you know, and no one gave me the right advice for doing this, is that actually your network, in essentially, is your career.