I'm sure that many others could write much better informed or detailed additions to Sama's post. All I will say is that I worked at Stripe very briefly -- for

I'm sure that many others could write much better informed or detailed additions to Sama's post. All I will say is that I worked at Stripe very briefly -- for about three months -- when the company was about thirty people (before I went on to go through YC). Greg was incredibly generous with his time in explaining and working with me as a non-engineer. I don't think he had been named CTO yet (Stripe was quite title phobic at the start) but it was clear that he was both a technical and non-technical leader of the company. He spent time to explain code and architecture to me, while also chatting through cultural norms and various organizational tensions Stripe was experiencing as it grew. I think the acculturation to Stripe that he very deliberately supported in me was critical for what (little) success I had with Standard Treasury. This is all to say that Sama’s post is spot on in my experience. Greg exhibited every one of the mentioned characteristics (except recruiting, I didn’t interacting with him on that) even when working with someone with which he didn’t have to be so generous.