Sublime
An inspiration engine for ideas
They promote internal networking.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
I have been the Chief of Staff at Astranis for about four years now — so I have learned how to help a startup succeed when you're a non-technical generalist.
Spoiler: the answer is not "strategy."
Good Generalist/Bad Generalist
Bad generalists use “80/20” as an... See more
Seven lessons I learned in six years at Uber:
🕸️ Decentralized talent is a superpower
🏦 Everyone needs to be an owner
🎯 Design for what matters
🚀 Moonshots take time
🍦 Build marketing into the product
🚨 Disrupt yourself–or someone else... See more
Brent Willessx.comThe best practice is for products—whether they have network effects or not—to constantly layer on new channels.
Andrew Chen • The Cold Start Problem: How to Start and Scale Network Effects
We’ve built Linear very founder focused way and been trying to avoid the normal scale trappings. No VPs, not much management overall, small teams, founders work directly with ICs and teams, choosing our own path instead of playbooks.
But it’s something you need to keep reminding yourself constantly and it can be kind of... See more
Karri Saarinenx.comThe good news is that the same system that allows your company to operate well with twenty-five people will also allow it to work well with twenty-five thousand. Neither the system nor the amount of overhead will change. It is a one-time hit.
Alex MacCaw • The Great CEO Within: The Tactical Guide to Company Building
Met @shl yesterday. Super smart guy.
Never realized he has 0 employees. Instead, works with 25 freelancers at @gumroad.
Every quarter he creates a roadmap. Contractors pick a task and work on it whenever they want.
Definitely made some things click in my brain.
Danny Postmax.comif the Minimum Viable Product (MVP) gains traction, then the company will likely receive funding and a growth period will occur. Invariably, that means more people will join the team and the vision from the initial engineer needs to be shared.
Early on, when the team is small (2–15 people), typically processes are loose as the overhead in aligning... See more
Early on, when the team is small (2–15 people), typically processes are loose as the overhead in aligning... See more