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I believe in fighting with investors to reduce the amount of equity they get and then being as generous as you possibly can with employees.

Sam Altman

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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Amount
Team
Equity
Fighting
Employees
Believe
Reduce
Investors
Employee
Possibly
Generous

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Losing focus is another way that founders get off track.
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I really believe that the single hardest thing in business is building a company that does repeatable innovation... and just has this ongoing culture of excellence as it grows.
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1 of the hardest parts about being a founder, is that there are a 100 important things competing for your attention each day.
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The hard part is that this is a very fine line. There's right on one side of it, and crazy on the other.
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A single mediocre hire in the first five will often in fact kill a startup.
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When lack of structure fails, it fails all at once. What works totally fine from 0-20 employees, is disastrous at 30.
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Founders need to figure out what the message of the company is going to be.
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Another way of looking at this, is that the best companies are almost always mission oriented.
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If it works out, you're going to be working on this for 10 years.
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Why now, why is this the perfect time for this particular idea, and to start this particular company?
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You need to figure out what the 2 or 3 most important things are, and then just do those.
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The second part of how to hire: try not to.
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You should be able to describe any employee as an animal at what they do.
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Everyone starting a startup for the first time is scared, and everyone feels like a bit of an imposter.
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Don't let the company get distracted or excited about other things. A common mistake is that companies get excited by their own PR.
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Founders are usually very stingy with equity to employees and very generous with equity to investors. I think this is totally backwards.
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The thing that kills startups at some level, is the founders giving up.
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Growth solves (nearly) all problems
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You have to save the vision speeches for when the company is winning. When you're not winning, you just have to get momentum back.
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