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?"

I was never given this advice, people aren't given this advice, focus on growing and maintaining relationships for your network, and that's key. And most of the advice tends to be, you know, discover your strengths, build up your resume, get a title, all of that stuff pales in comparison.

The metaphor that I frequently use for entrepreneurship is jumping off a cliff and assembling an airplane plane on the way down.

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

The thing that changes your professional life, your capabilities, your learning, your understanding, your opportunity flow, your ability to make things happen, is the center relationships you have with powerful and effective people around you in the industry, in the activity that you want to be doing.

A little-known company with a realistic framework that appeals to entrepreneurial employees is going to be more attractive than a famous company that treats its people like disposable assets.