In a startup no facts exist inside the building, only opinions.

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

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.

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

The company that consistently makes and implements decisions rapidly gains a tremendous, often decisive, competitive advantage.

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.'

No Plan Survives First Contact With Customers