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“I wholeheartedly agree high craft is excruciatingly hard to scale” (Kurt Varner)

Adam Michela, on the topic of Airbnb’s misleading pricing design, says “the problem is that Airbnb’s chief metric is Nights Booked (units sold) and manipulating users with basic pricing psychology moves units. It takes a Jobs-like chief to prioritize user experience over business performance.”

The Financial Times’ Tim Bradshaw said “… developers that respond by bundling ever more features into a super app risk frustrating users. Single-purpose apps are faster and easier to navigate. By contrast, the super-app approach involves cramming as many features as possible into one bloated piece of software… Spotify’s interface, for ins

In their article Optimizing For Feelings, The Browser company says that “as our everyday software tools and media became global for the first time, the hand of the artist gave way to the whims of the algorithm. And our software became one-size-fits-all in a world full of so many different people. All our opinions, beliefs, and ideas got averag

On the Tim Feriss show, Stripe co-founder Patrick Collison said “Just think of any big, major company … for whatever reason, they can’t turn capital into good software. And it would be immensely valuable for them if they could. But they can’t. Or at least, they don’t. And I don’t think it’s for lack of trying or lack of realizing this. And so I thi

“details are best cared for when they can be thought about holistically from a macro point of view. large organizations, by design, don’t allow for that.” (Brandon Jacoby)

“the attention to detail is inversely proportional to the size of the team” (Jordan Singer)

“A startup, if it’s lucky, creates magic, turns that magic into dollars, and transitions to life as a successful Big Muggle Company, capable of enormous profits and power but no longer able to conjure magic.”

Paul Stamatiou said that “responses here so far confirm my theory that… high-quality software products are only made by small teams”.