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As the company grows and about this 25 or so employee size, your main job shifts from building a great product to building a great company.
Sam Altman
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Sam Altman
Age: 39
Born: 1985
Born: April 22
Entrepreneur
Chicago
Illinois
Samuel H. Altman
Samuel Altman
Product
Size
Products
Building
Grows
Shifts
Company
Employee
Jobs
Great
Main
More quotes by Sam Altman
Remember that the idea will expand, and become more ambitious as you go.
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You want to sound crazy, but you want to actually be right.
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You don't get to make their decisions but you do get to choose the decision makers.
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Ideas by themselves are not worth anything, only executing well is what creates value.
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Every company has a rocky beginning.
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You have to let your team get all the credit for all the good stuff that happens, and you take responsibility for the bad stuff.
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If it takes more than a sentence to explain what you are doing, it's almost always a sign that what you are doing is too complicated.
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If you want something in a deal, just ask for it.
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We talk to a team they've gotten new things done, that's the best predictor we have that a company will be successful.
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Or a way to stay on strangers couches, that just sounds terrible all around.
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Cofounder relationships are among the most important in the entire company.
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You can have a startup and one other thing, you can have a family, but you probably can't have many other things.
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You don't need to make the structure complicated, in fact you shouldn't. All you need is for every employee to know who their manager is.
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You need this sort of a tailwind to make a startup successful.
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The role of the board is advice and consent. If the CEO does not lay out a clear strategy and tries to get the board to set one, it will usually end in disaster.
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I think as a rough estimate, you should aim to give about 10% of the company to the first 10 employees.
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... but the pendulum has swung way out of whack here. A bad idea is still bad, and the pivot happy world we're in today feels suboptimal.
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At the beginning, you should only hire when you have a desperate need to.
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Later, you should learn to hire fast and scale up the company, but in the early days the goal should be not to hire. Not to hire.
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You can create value with breakthrough innovation, incremental refinement, or complex coordination. Great companies often do two of these. The very best companies do all three.
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