I think people are always able to achieve more than they think they can. While that's cliche, I don't know if managers think about that enough. You have to set your sights extremely high.

If you're in your early 20s and you're hanging out with a bunch of other people in their early 20s, nobody has a sense of the kinds of problems that real 'workers' run into every day. They're running into a completely different set of problems like 'What's the party going on right now that I should be going to?'

I think bad politics are incredibly dangerous, so it’s important to make sure that people are communicating well. Culture and morale are super important. It’s best to not force it, but let it happen organically and genuinely.

If every customer is using your product “correctly”, you’ll never learn anything interesting about what to do next.

Companies have never won. You’re always either fighting for survival, or fighting for relevance.

We didn’t really start the company to go build an enterprise software company.

Do things that incumbents can’t or won’t do because it’s economically or technically infeasible.

The benefit to building a startup is that customers don’t have the same kind of friction when they adopt new technology.

My downtime tends to resemble my uptime. Weekends are workdays, but toned down. Over the whole weekend, I may have five meetings, as opposed to six on a weekday. I used to play piano for 30 minutes at night, but I had to pull that out of my schedule. I don’t have time for nonwork stuff.

Focus too much on the near-term and you won’t get tomorrow’s customers, focus too much on the long-term and you won’t get today’s.