My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn't matter if you're 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That's why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

When you're gone would you rather have your gravestone say, 'He never missed a meeting.' Or one that said, 'He was a great father.'

Business plans are the tool existing companies use for execution. They are the wrong tool to search for a business model.

Greatest risk is not development of new product, but development of customers and markets

There are no facts inside the building so get the hell outside.

Startups don’t fail because they lack a product; they fail because they lack customers and a profitable business model.

Startups are painful, stressful and at times demoralizing. You need to be a true believer in the vision of what you are doing. You need to passionate about it and love what you’re doing. If you don’t, there is no way you can sustain the hours, stress and disappointment. There’s no way you’re going to be able to convince investors, customers and most importantly recruit a world-class team if you not building something you think is going to change the world.