Deep dive interview with @mcannonbrookes of $TEAM
"We were voracious readers. ...every business book between 1998 and 2004. Half of it was bullshit, red herrings, endless amounts of crap. But we decided that we had to evolve into a software company.."
"We were voracious readers. ...every business book between 1998 and 2004. Half of it was bullshit, red herrings, endless amounts of crap. But we decided that we had to evolve into a software company.."
https://twitter.com/sriramk/status/1454533859396046851
"We ran the business cheaply for long enough, revenue was always higher than expenses on a cash basis. This seems crazy now...
if you have technical founders, as long as your own salaries are low enough, ...you can get a wheel going.
We could afford to be a little slower."
if you have technical founders, as long as your own salaries are low enough, ...you can get a wheel going.
We could afford to be a little slower."
"I always try to be very intentional with my time. Time is the one thing you can't get back. By intentional, I mean that I choose as carefully as I can where to spend my time. Everything flows from that as it creates constraints."
"One of the things that's really hard in a larger company is sharing and repeating stories. This is less about the company’s founding and such, but rather “What is our strategy? What are we trying to achieve? What are we doing?” 
"people can look up our OKRs, it's not quite the same."
"It's different than if they hear repeatedly in different forums that we’re guiding the ship towards a few sets of goals. I think storytelling is incredibly important and that takes a lot of forms."
"It's different than if they hear repeatedly in different forums that we’re guiding the ship towards a few sets of goals. I think storytelling is incredibly important and that takes a lot of forms."
"Because of this, I try to divide my time evenly between product strategy and scaled storytelling—town halls, presentations, et cetera. Ironically, working from home has been amazing."
"A founder’s three roles:
-Culture and Storytelling
-People and Hiring
-Promoting and Killing New Things
My number one job in the area of creation and innovation is to find new, exciting things and protect them so that they have a chance to succeed."
-Culture and Storytelling
-People and Hiring
-Promoting and Killing New Things
My number one job in the area of creation and innovation is to find new, exciting things and protect them so that they have a chance to succeed."
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