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Startups live at the intersection of existential crisis and everything going perfectly great.

Aaron Levie

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Aaron Levie
Age: 38
Born: 1985
Born: December 27
Entrepreneur
Seattle
Washington
Intersections
Existential
Perfectly
Crisis
Live
Everything
Great
Going
Intersection

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Read these 3 books - Crossing the Chasm, Innovators Dilemma and Behind the Cloud.
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In an IT lead world, incumbents generally win because they have the existing relationship with the IT organization.
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I think I'm the kind of person who would be very difficult to employ - I'm pretty annoying, but driven.
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Do things that incumbents can't or won't do because it's economically or technically infeasible.
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Startups often win because it's easier to see what comes next when you don't have to worry about maintaining what came last.
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Opportunity lives at the intersection of what people need tomorrow and can be just barely built today.
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Always look for these changing technology factors- any market that has a significant change in the underlying raw materials ...or enabling factors, is an environment that is about to change in a very significant way.
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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.
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My mom is proud of me. But she might not be too happy about the hours I keep or how little I eat. I wake up so late that it would be inappropriate to have breakfast. At most, I will have a snack in the day and dinner. I realize that it's not the healthiest way to live, but it's all I really have time for.
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When you're doing something you're passionate about, stress becomes a featurenot a bug.
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We didn't really start the company to go build an enterprise software company.
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A lot of being productive personally is determined by how you organize your entire business. You can't separate those two things.
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The only way to avoid disruption is to constantly do what you would if you were just starting out.
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My workday begins around 11 A.M., with a cup of black coffee in each hand. If I had more hands, there would be more coffee.
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Go after the customers that are working in the future, but haven't totally lost their minds.
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Listen to your customers, but don't always build exactly what they're telling you. This is a really key distinction around building enterprise software.
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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.
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If there could've ever been a magical time to build an enterprise software company, now is absolutely that time.
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You intentionally start small, because you will not be able to compete with an incumbent... because the incumbent is always going to go for the full solution.
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The most customer-centric organizations can answer any question by deciding what's best for the customer, without ever having to ask.
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