Be persistent, and hang on to your vision. And at the same time, be flexible.

The CEO's job is always about leadership. It's about leadership in a vision, in terms of where you're going, it's about making sure that you have the right organization and staff, and that you have kind of clearly communicated what some of the plays are and what some of the goals are in terms of the business and how do you organize together in order to make that happen.

Data only exists within the framework of a vision you're building to, a hypothesis of where you're moving to.

The key thing that I find that when you're kind of in boom times and you're hiring bunches, if you can hire, you know, always maintain very high standards and even if you, you know, can't find enough of, you know, what is typically called A players, then don't hire the people. All right? So, you know, use that as a way of standards.

The key issue when you're looking at cost cutting is to always plan for the future.

Opportunities do not float like clouds in the sky. They're attached to people. If you're looking for an opportunity, you're really looking for a person.

World-changing startups need to be premised on accurate contrarian theories.