Winston Weinberg

So number one is once you get to a certain level of distribution, and by that I just mean some customers know who you are.

Founders should spend almost all of their time on product, like as much as possible.

The biggest mistakes I've ever made as an exec are I step away from product and I try to make up for it with doing sales.

Terrible, terrible idea.

Like it doesn't work.

It helps you for a couple quarters and it feels great.

And you're like, yeah, I'm like saving all this stuff.

But product is the only thing that scales.

It's the only thing, right?

And so I think like focusing on product is number one.

Number two is, do you have the right people in the right positions?

Like, that is just so important.

And I don't think you can ever spend enough time on that.

That's not, by the way, just like hiring and firing at all.

That's also like, is this person the right fit for this role?

Are you doing a good job of mentoring this person?

Are they doing a good job of mentoring their team?

All of those things, right?

Are there clear swim lanes, etc.

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