Ted Glasnow

[To determine a companies flywheel,] i'd start a list:1. What are the core assets of your business? e.g. cars, content, hardware devices2. What are the core actions users take? e.g. signing up, inviting friends, purchasing3. What are the core needs of your users? e.g. something to watch, a ride, discounts4. What are the natural outputs of your... See more

Something that I've done in past jobs and would do is try to map out expansion over time: Who is the first user? Who did they invite? Then who did those people invite?

A lot of partnerships novices don't appreciate how important it is to know which partner owns the end customer relationship

The Chief Business Officer can be know as the "Chief Get-shit-done Officer" or the main interface between customers, partners, and investors

Value metrics also bake growth directly into how you charge because as usage or the amount of value received goes up (and those are not the same thing), the customer pays more

After interviewing a ton of founders that have either been remote-first from the beginning or are shifting to remote-first, I found that one of the most important things is this default to async work, where documentation is just so critical. Everything needs to be well documented, shareable and discoverable within your team.

Within that overarching context, I think about this market as progressing in waves. We're on the tail end of wave one—wave one being this big resurgence, rebranding, or emergence of plant proteins.