Culture is what happens when the founder is not in the roomCulture is not the values page or the founder’s intent. It is the pattern of behavior that survives when nobody is watching.00
The Series A story starts before the seed metrics look goodThe best Series A stories are not assembled at the end of the seed stage. They are built through choices long before the numbers look clean.00
Your metrics dashboard may be hiding the truthA dashboard can make a company feel more disciplined while quietly hiding the questions that actually matter.00
Most hiring problems start before the interviewBad interviews are often symptoms of unclear hiring judgment. The real work begins before the first candidate enters the process.00
Your ICP is not the customer who likes you mostThe best early customer is not always the one who praises the product. A useful ICP is built around urgency, willingness to change, and repeatable demand.00
The founder bottleneck does not announce itselfFounder bottlenecks rarely feel like bottlenecks at first. They feel like quality control, context, speed, and care.00
Your first sales hire should not rescue youThe first sales hire cannot compensate for unclear positioning, weak urgency, or a founder who has not learned the market yet.00
The seed round does not fix the companyRaising a seed round gives a company more room, but it does not solve the underlying problems. In many cases, it exposes them faster.00
Your product roadmap is probably too politeMost startup roadmaps fail because they try to make everyone feel heard. A useful roadmap should force harder decisions, not hide them.00
The first ten hires decide everything. Most founders get them wrong.Your first ten hires don’t just build the product — they set the ceiling on every hire that follows. Here’s how to think about them before you start writing job descriptions.00
