Sublime

Livingston: What advice do you give to people who want to start startups? Kapor: It depends on what type of advice they want. You can't tell people what they don't want to hear because they won't care and it's just a waste of breath. And everyone comes in with some kind of agenda. I like working with entrepreneurs who have a compatible set of value

“We are looking for personality, overwhelming talent and the ability to work in a small group,” said De Iuliis.

They would then discuss how different approaches to providing a solution stacked up.

understand what features it should have, whether the timing is right for it to exist, whether the market for it will be tiny or enormous.

be nice but honest.

The best way to solve a management problem, he believed, was through “creative confrontation”—by facing people “bluntly, directly, and unapologetically.”*

Now, did we dominate the mid-range microcomputer business? That’s for us to argue in the years to come, but over the next quarter we’ll know whether we’ve won ten new designs or not.

we got great ideas from the people you’d expect, like the roboticists and the head of design. But one of the most important contributors turned out to be Izumi Yaskawa. Izumi wasn’t part of the team that built the robot, but as Savioke’s head of business development, she knew more than anyone about how hotels operated and what they wanted from the

Less but better.