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Consulting is limited entirely by time and people.

…entrepreneurs… dig into problems, untangle conflict, free people from the mind-sets or structures that hold them back, craft the pillars and policies of how the company functions.

…great organizations are made up of people who share fundamental core values and use these as their guiding light for decisions big and small.

…so few people are willing to be transparent about real numbers or honest that a big part of the motivation for founding a startup is in the hopes of an extraordinary payday.

…the line between being great at the work yourself and being a great manager of the people doing that work is largely disconnected.

…people management and IC [individual contributor] work are two fundamentally different things whose overlap is neither obvious nor consistent.

A path for ICs [individual contributors] to progress means you get the best people in the right roles with the ability to advance their careers and their pay.

Forcing management to be the only way up will cost you talent in places you need it, and worse, install the wrong people in those roles, harming everyone on the team.

When we show care and trust with the people around us, and believe that they care for and trust us, too, something remarkable happens. Our collective work becomes more than the sum of its parts.

…there’s something almost akin to a chemical reaction that occurs as people form personal bonds that go beyond their professional work.