- The decreasing barrier to ship products means sales & marketing is what differentiates successful products versus products with 0 users. - After building a h

- The decreasing barrier to ship products means sales & marketing is what differentiates successful products versus products with 0 users. - After building a high growth / high churn product, I am OK sacrificing decreased growth for a significantly decreased churn rate. Great product with high churn is a hard business to build, even when customers love the product. - One of the highest leverage decisions you'll make is deciding what to build. You can achieve a 1x, 10x, or 100x outcome with the same blood, sweat, and tears depending on what market you decide to build in. - Choose something that aligns with your strengths. A good idea for me, might be a terrible idea for you if it doesn't leverage your specific knowledge (Naval calls this product / market / founder fit). - Product is really freaking hard and relying on external contractors sucks, give someone technical a significant % of your company to own product development. - Google Search & YouTube are likely one of your most important acquisition channels, because these are the only two platforms that consistently surface old content. Chances are, G can distribute your content better than you can yourself via email / social / copromotions, etc. - High performers are cool, but high performers that document what they know so junior level team members can execute at the same level, or better is even cooler. Document everything you expect to hold someone accountable to doing in a specific way. - Email recaps let me skip 10-15 meetings per week. I get the agenda, notes, and decisions that were made, and can jump in (but usually don't) at my leisure without sitting through the meeting.