“There’s a lot of pride that business owners have. It’s actually really critical that pride and ownership extends to everyone in the organization. I think of everyone is in the same boat in driving the company forward.”

If you’re waiting for encouragement from others, you’re doing it wrong. By the time people think an idea is good, it’s probably too late.

If every customer is using your product “correctly”, you’ll never learn anything interesting about what to do next.

The only barrier to entry you can create is to consistently build a great product.

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.

When you’re doing something you’re passionate about, stress becomes a featurenot a bug.

Entrepreneurship: 10% coach, 20% player, 30% cheerleader, 40% waterboy.

I think I’m the kind of person who would be very difficult to employ – I’m pretty annoying, but driven.

The best technology is aimed far enough in the future that it stands out, but close enough to the present that it blends in.

I don’t use many apps. I use naps.

Better to be too early and have to try again, than be too late and have to catch up.

Your product should sell itself, but that does not mean you don’t need salespeople.

Companies have never won. You’re always either fighting for survival, or fighting for relevance.

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

I’m obsessed with speed. I’m always asking myself, ‘Why can’t we do things faster? Why can’t it happen more efficiently? Why is this requiring three meetings instead of one?’

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.

You want to find the really crazy but still somewhat reasonable outliers within the customer ecosystem.