You have to let your team get all the credit for all the good stuff that happens, and you take responsibility for the bad stuff.

Execution gets divided into two key questions: 1) can you figure out what to do and 2) can you get it done.

I really believe that the single hardest thing in business is building a company that does repeatable innovation... and just has this ongoing culture of excellence as it grows.

The way you get deals done and the way you get good terms, is to have a competitive situation.

One thing that founders always underestimate is how hard it is to recruit.

You want to continue to be run by great products, not process for it's own sake.

Because it's one of these sort of connections between nodes- every pair of people adds communication overhead.