Tech Startup Quotes

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Hyping your product to get funding while concealing your true progress and hoping that reality will eventually catch up to the hype continues to be tolerated in the tech industry.
John Carreyrou (Bad Blood: Secrets and Lies in a Silicon Valley Startup)
Most of a tech company’s value will come at least 10 to 15 years in the future.
Peter Thiel (Zero to One: Notes on Startups, or How to Build the Future)
Just because you have baggage doesn't mean you have to lug it around.
Richie Norton
By positioning Theranos as a tech company in the heart of the Valley, Holmes channeled this fake-it-until-you-make-it culture, and she went to extreme lengths to hide the fakery.
John Carreyrou (Bad Blood: Secrets and Lies in a Silicon Valley Startup)
You’ll become the head of the number one tech start-up in all of China, and I’ll be a renowned, award-winning journalist or English professor. Together, we’ll—” “Be the nation’s greatest power couple?” he offers. “I was going to say conquer the world,” I admit. “But sure. I guess we can start small.
Ann Liang (If You Could See the Sun)
There’s nothing wrong with a CEO who can sell, but if he actually looks like a salesman, he’s probably bad at sales and worse at tech.
Peter Thiel (Zero to One: Notes on Startups, or How to Build the Future)
One common mistake we see new entrepreneurs especially tech entrepreneurs making is focusing too much on product
Abdul Jaleel Kavungal Kunnumpurath (iFounders - A Fascinating look into the minds of Indian StartUp Founders)
invest in a tech CEO that wears a suit—got
Peter Thiel (Zero to One: Notes on Startups, or How to Build the Future)
there's an entire sector of venture capital now devoted to funding start-ups as “talent farms” for Big Tech
Rana Foroohar (Don't Be Evil: How Big Tech Betrayed Its Founding Principles -- and All of Us)
Markets that don’t exist don’t care how smart you are.
Marc Andreessen
As you go through various stages of your career, you’ll start to realize how much uncertainty there is in the world. It’s a pretty universal truth that once you get the job you thought you wanted, the enjoyment eventually fades and you find yourself looking for something else. You think you want to work for that cool startup, and you get there only to find it’s a mess. You think you want to be a manager, only to discover that the job is hard and not rewarding in the ways you expected. In all of this uncertainty, the only person you can rely on to pull through it is yourself.
Camille Fournier (The Manager's Path: A Guide for Tech Leaders Navigating Growth and Change)
In fact, the general model for successful tech companies, contrary to myth and legend, is that they become distribution-centric rather than product-centric. They become a distribution channel, so they can get to the world. And then they put many new products through that distribution channel.
Elad Gil (High Growth Handbook: Scaling Startups From 10 to 10,000 People)
Her emergence tapped into the public’s hunger to see a female entrepreneur break through in a technology world dominated by men. Women like Yahoo’s Marissa Mayer and Facebook’s Sheryl Sandberg had achieved a measure of renown in Silicon Valley, but they hadn’t created their own companies from scratch. In Elizabeth Holmes, the Valley had its first female billionaire tech founder.
John Carreyrou (Bad Blood: Secrets and Lies in a Silicon Valley Startup)
Arriving here feels like landing on some remote island where a bunch of people have been living for years, in isolation, making up their own rules and rituals and religion and language—even, to some extent, inventing their own reality. This happens at all organizations, but for some reason tech start-ups seem
Dan Lyons (Disrupted: My Misadventure in the Start-Up Bubble)
If you're not constantly testing, you're going to be tested constantly.
Henry Joseph-Grant
We are all vessels of profound possibilities. When we learn to accept we're not the creator, but simply a conduit of knowledge... Then we can create.
Henry Joseph-Grant
less than 1% of new businesses started each year in the U.S. receive venture funding, and total VC investment accounts for less than 0.2% of GDP. But the results of those investments disproportionately propel the entire economy. Venture-backed companies create 11% of all private sector jobs. They generate annual revenues equivalent to an astounding 21% of GDP. Indeed, the dozen largest tech companies were all venture-backed. Together those 12 companies are worth more than $2 trillion, more than all other tech companies combined.
Peter Thiel (Zero to One: Notes on Startups, or How to Build the Future)
There is an enormous difference between starting a company and running one. Thinking up great ideas, which requires mainly intelligence and knowledge, is much easier than building an organization, which also requires measures of tenacity, discipline, and understanding. Part of the reason that nineteen out of twenty high-tech start-ups end in failure must be the difficulty of making this critical transition from a bunch of guys in a rented office to a larger bunch of guys in a rented office with customers to serve. Customers? What are those?
Robert X. Cringely (Accidental Empires: How the Boys of Silicon Valley Make Their Millions, Battle Foreign Competition, and Still Can't Get a Date)
Training takes place in a tiny room, where for two weeks I sit shoulder to shoulder with twenty other new recruits, listening to pep talks that start to sound like the brainwashing you get when you join a cult. It’s amazing, and hilarious. It’s everything I ever imagined might take place inside a tech company, only even better.
Dan Lyons (Disrupted: My Misadventure in the Start-Up Bubble)
The short version is that if a tech company is about technological innovation first, and company culture second, a startup society is the reverse. It’s about community culture first, and technological innovation second. And while innovating on technology means forecasting the future, innovating on culture means probing the past.
Balaji S. Srinivasan (The Network State: How To Start a New Country)
You don’t get rewarded for creating great technology, not anymore,” says a friend of mine who has worked in tech since the 1980s, a former investment banker who now advises start-ups. “It’s all about the business model. The market pays you to have a company that scales quickly. It’s all about getting big fast. Don’t be profitable, just get big.
Dan Lyons (Disrupted: My Misadventure in the Start-Up Bubble)
Since tech became a consumer phenomenon, thousands of nontech people have come up with great ideas that use technology. But if their startups outsource their engineering, they almost always fail. Why? It turns out that it’s easy to build an app or a website that meets the specification of some initial idea, but far more difficult to build something that will scale, evolve, handle edge cases gracefully, etc. A great engineer will only invest the time and effort to do all those things, to build a product that will grow with the company, if she has ownership in the company—literally as well as figuratively. Bob Noyce understood that, created the culture to support it, and changed the world.
Ben Horowitz (What You Do Is Who You Are: How to Create Your Business Culture)
What the Soviet émigrés brought with them is symptomatic of what Israeli venture capitalist Erel Margalit believes can be found in a number of dynamic economies. “Ask yourself, why is it happening here?” he said of the Israeli tech boom. We were sitting in a trendy Jerusalem restaurant he owns, next to a complex he built that houses his venture fund and a stable of start-ups. “Why is it happening on the East Coast or the West Coast of the United States? A lot of it has to do with immigrant societies. In France, if you are from a very established family, and you work in an established pharmaceutical company, for example, and you have a big office and perks and a secretary and all that, would you get up and leave and risk everything to create something new? You wouldn’t. You’re too comfortable. But if you’re an immigrant in a new place, and you’re poor,” Margalit continued, “or you were once rich and your family was stripped of its wealth—then you have drive. You don’t see what you’ve got to lose; you see what you could win. That’s the attitude we have here—across the entire population.
Dan Senor (Start-up Nation: The Story of Israel's Economic Miracle)
A lot of these new start-up founders are somewhat unsavory people. The old tech industry was run by engineers and MBAs; the new tech industry is populated by young, amoral hustlers, the kind of young guys (and they are almost all guys) who watched The Social Network and its depiction of Mark Zuckerberg as a lying, thieving, backstabbing prick—and left the theater wanting to be just like that guy.
Dan Lyons (Disrupted: My Misadventure in the Start-Up Bubble)
a quote from John Doerr, the famous Silicon Valley venture capitalist: “We need teams of missionaries, not teams of mercenaries.” Mercenaries build whatever they're told to build. Missionaries are true believers in the vision and are committed to solving problems for their customers. In a dedicated product team, the team acts and feels a lot like a startup within the larger company, and that's very much the intention.
Marty Cagan (INSPIRED: How to Create Tech Products Customers Love (Silicon Valley Product Group))
A company that is not designed to create high-tech products is very unlikely to have the culture or the DNA that it takes to create high-tech products. So if you are a high-tech person in that company, then you're basically a glorified typist in some sense. It's very unlikely that the kind of people who would be successful in an entertainment company would even understand what programmers do that makes them more than typists.
Jessica Livingston (Founders at Work: Stories of Startups' Early Days)
Michael Arrington, the loudmouth founder and former editor in chief of TechCrunch, is famous for investing in the start-ups that his blogs would then cover. Although he no longer runs TechCrunch, he was a partner in two investment funds during his tenure and now manages his own, CrunchFund. In other words, even when he is not a direct investor he has connections or interests in dozens of companies on his beat, and his insider knowledge helps turn profits for the firm.
Ryan Holiday (Trust Me, I'm Lying: Confessions of a Media Manipulator)
The thing about bozos is that bozos don’t know that they’re bozos. Bozos think they’re the shit, which makes them really annoying but also incredibly entertaining, depending on your point of view. Shrinks call this the Dunning-Kruger effect, named after two researchers from Cornell University whose studies found that incompetent people fail to recognize their own lack of skill, grossly overestimate their abilities, and are unable to recognize talent in other people who actually are competent.
Dan Lyons (Disrupted: Ludicrous Misadventures in the Tech Start-up Bubble)
Starting something new in middle age might look that way too. Mark Zuckerberg famously noted that “young people are just smarter.” And yet a tech founder who is fifty years old is nearly twice as likely to start a blockbuster company as one who is thirty, and the thirty-year-old has a better shot than a twenty-year-old. Researchers at Northwestern, MIT, and the U.S. Census Bureau studied new tech companies and showed that among the fastest-growing start-ups, the average age of a founder was forty-five when the company was launched.
David Epstein (Range: Why Generalists Triumph in a Specialized World)
It’s a cliché that tech workers don’t care about what they wear, but if you look closely at those T-shirts, you’ll see the logos of the wearers’ companies—and tech workers care about those very much. What makes a startup employee instantly distinguishable to outsiders is the branded T-shirt or hoodie that makes him look the same as his co-workers. The startup uniform encapsulates a simple but essential principle: everyone at your company should be different in the same way—a tribe of like-minded people fiercely devoted to the company’s mission. Max Levchin, my co-founder
Peter Thiel (Zero to One: Notes on Start Ups, or How to Build the Future)
It was assumed we would never discuss the glaring inconsistencies between the public narratives spun around our startup customers and the stories that their data told: if we were to read breathless, frothy tech-blog coverage about companies we suspected were failing, we would only smile and close the tab. It was assumed that if we had a publicly traded company using our software—and, if so moved, could chart the overall health of that public company based on its data set, or build out predictive models of when its overall value might grow or recede—we would resist buying or selling its stock.
Anna Wiener (Uncanny Valley)
Growth hackers resist this temptation (or, more appropriate, this delusion). They opt, deliberately, to attract only the early adopters who make or break new tech services and seek to do it as cheaply as possible. In fact, part of the reason the scrappy start-ups, services, and apps in this book might not always be well-known or topics of daily conversation is because their founders have focused their energies on product development with an eye toward growth—they’re now millions of members strong without any superfluous “buzz.” They got to mass market by ignoring the urge to appeal to the mass market, at least to start with.
Ryan Holiday (Growth Hacker Marketing: A Primer on the Future of PR, Marketing, and Advertising)
The need for approval from Twitter users was something that her younger self probably would have sneered at, but now she saw it as the cost of doing business. It was fine to get likes, but what she really wanted was either a retweet or, even better, a completely original tweet commending her for a job well done, preferably one from someone in the tech world whose work she respected and who, ideally, had hundreds of thousands of followers. If the only people who liked the tweet were “eggs”—people whose Twitter presence was so lame that they hadn’t even bothered uploading avatars, or spambots, or both—she sometimes deleted the tweet.
Doree Shafrir (Startup)
The buzz about Google these days is that it's like America itself: still the biggest game in town, but inevitably and irrevocably on the decline. Both are superpowers with unmatched resources, but both are faced with fast-growing rivals, and both will eventually be eclipsed. For America, that rival is China. For Google, it's Facebook. (This is all from tech-gossip blogs, so take it with a grain of salt. They also say a startup called MonkeyMoney is going to be huge next year.) But here's the difference: staring down the inevitable, America pays defense contractors to build aircraft carriers. Google pays brilliant programmers to do whatever they want.
Robin Sloan (Mr. Penumbra's 24-Hour Bookstore (Mr. Penumbra's 24-Hour Bookstore, #1))
So, like, what are we to each other?” “We’re old friends who’ve known each other for, like, a hundred years,” I tell him. “It’s just that ninety-five of them happened in one week.” “I like that.” "Three years from now,” he says, “when you break up with your first college boyfriend, you’ll call me and I’ll stay up all night talking you through it.” “Possibly,” I admit. And then I say, “Seven years from now, when your first computer start-up company goes belly up, we’ll go out that night. I’ll make you laugh, and keep you from getting too drunk, and convince you to get to work on your second tech start-up.” “Possibly,” he admits. “And twelve years from now, you’ll call to tell me that you want me to be the godfather to your first kid.” “Possibly,” I concede. “And twenty years from now, we’ll all go on vacation together, and our spouses, or whatever, will get jealous that we’re spending too much time talking to each other, and they’ll run off together.” “Possibly,” he concludes. “And thirty years from now, when you’re running for reelection, and I’ve made my third fortune, I’ll take you dancing, and it’ll be all over the tabloids.” And then he adds, “Of course, they’ll be holographic by then.” I have to laugh. “Of course they will.” He smiles at me. “And then maybe we can ask again, what we are to each other?
Neal Shusterman (Dry)
On describes the earliest startup as like driving a race car. You’re close to the ground, and you feel every move you make. You have control, you can turn quickly, you feel like things are moving fast. Of course, you’re also at risk of crashing at any moment, but you only take yourself down if you do. As you grow, you graduate to a commercial flight. You’re farther from the ground, and more people’s lives depend on you, so you need to consider your movements more carefully, but you still feel in control and can turn the plane relatively quickly. Finally, you graduate to a spaceship, where you can’t make quick moves and the course is set long in advance, but you’re capable of going very far and taking tons of people along for the ride.
Camille Fournier (The Manager's Path: A Guide for Tech Leaders Navigating Growth and Change)
TechCrunch, Fast Company, Mashable, Inc., Entrepreneur, and countless other publications. LinkedIn and Hacker News abound with job postings: Growth Hacker Needed. Their job isn’t to “do” marketing as I had always known it; it’s to grow companies really fast—to take something from nothing and make it something enormous within an incredibly tight window. And it says something about what marketing has become that these are no longer considered synonymous tasks. The term “growth hacker” has many different meanings for different people, but I’ll define it as I have come to understand it: A growth hacker is someone who has thrown out the playbook of traditional marketing and replaced it with only what is testable, trackable, and scalable. Their tools are e-mails, pay-per-click ads, blogs, and platform APIs instead of commercials, publicity, and money. While their marketing brethren chase vague notions like “branding” and “mind share,” growth hackers relentlessly pursue users and growth—and when they do it right, those users beget more users, who beget more users. They are the inventors, operators, and mechanics of their own self-sustaining and self-propagating growth machine that can take a start-up from nothing to something.
Ryan Holiday (Growth Hacker Marketing: A Primer on the Future of PR, Marketing, and Advertising)
Betsy didn’t want to be at the party any more than Cole did. She’d met the birthday girl in a spin class a couple of years earlier and had been declining her Evites ever since. In an effort to meet new people, however, this time Betsy replied “Yes.” She took a cab to the party, wondering why she was going at all. When Betsy met Cole there was a spark, but she was ambivalent. Cole was clearly smart and well educated, but he didn’t seem to be doing much about it. They had some nice dates, which seemed promising. Then, after sleeping over one night and watching Cole wake up at eleven a.m. and grab his skateboard, Betsy felt less bullish. She didn’t want to help another boyfriend grow up. What Betsy didn’t know was that, ever since he’d started spending time with her, Cole had regained some of his old drive. He saw the way she wanted to work on her sculptures even on the weekend, how she and her friends loved to get together to talk about their projects and their plans. As a result, Cole started to think more aspirationally. He eyed a posting for a good tech job at a high-profile start-up, but he felt his résumé was now too shabby to apply. As luck would have it—and it is often luck—Cole remembered that an old friend from high school, someone he bumped into about once every year or two, worked at the start-up. He got in touch, and this friend put in a good word to HR. After a handful of interviews with different people in the company, Cole was offered the position. The hiring manager told Cole he had been chosen for three reasons: His engineering degree suggested he knew how to work hard on technical projects, his personality seemed like a good fit for the team, and the twentysomething who vouched for him was well liked in the company. The rest, the manager said, Cole could learn on the job. This one break radically altered Cole’s career path. He learned software development at a dot-com on the leading edge. A few years later, he moved over and up as a director of development at another start-up because, by then, the identity capital he’d gained could speak for itself. Nearly ten years later, Cole and Betsy are married. She runs a gallery co-op. He’s a CIO. They have a happy life and gladly give much of the credit to Cole’s friend from high school and to the woman with the Evites.
Meg Jay (The Defining Decade: Why Your Twenties Matter—And How to Make the Most of Them Now)
when I arrived at Stanford in 1985, economics, not computer science, was the most popular major. To most people on campus, the tech sector seemed idiosyncratic or even provincial.
Peter Thiel (Zero to One: Notes on Startups, or How to Build the Future)
The Disruption Machine What the gospel of innovation gets wrong. by Jill Lepore In the last years of the nineteen-eighties, I worked not at startups but at what might be called finish-downs. Tech companies that were dying would hire temps—college students and new graduates—to do what little was left of the work of the employees they’d laid off. This was in Cambridge, near M.I.T. I’d type users’ manuals, save them onto 5.25-inch floppy disks, and send them to a line printer that yammered like a set of prank-shop chatter teeth, but, by the time the last perforated page coiled out of it, the equipment whose functions those manuals explained had been discontinued. We’d work a month here, a week there. There wasn’t much to do. Mainly, we sat at our desks and wrote wishy-washy poems on keyboards manufactured by Digital Equipment Corporation, left one another sly messages on pink While You Were Out sticky notes, swapped paperback novels—Kurt Vonnegut, Margaret Atwood, Gabriel García Márquez, that kind of thing—and, during lunch hour, had assignations in empty, unlocked offices. At Polaroid, I once found a Bantam Books edition of “Steppenwolf” in a clogged sink in an employees’ bathroom, floating like a raft. “In his heart he was not a man, but a wolf of the steppes,” it said on the bloated cover. The rest was unreadable.
Anonymous
He also described how hospitals could become the new health start–up incubators. Doctors, nurses, medical specialists, and administrators will continue to push the “bring your own device” boundaries and will work with others to build mobile tech solutions that get around outdated technologies used in hospitals.
Bertalan Meskó (The Guide to the Future of Medicine (2022 Edition): Technology AND The Human Touch)
Uber, a car service start-up founded by Travis Kalanick and Garrett Camp, has been giving out free rides during Austin’s SXSW conference for several years. During a single week, thousands of potential Uber customers—tech-obsessed, high-income young adults who cannot find a cab—are motivated to try out this service. One year Uber offered free rides. Another year, it offered BBQ delivery. Instead of spending millions on advertising or countless resources trying to reach these potential users in their respective cities, Uber just waited for the one week a year when they were all in one place and did something special. And Uber did this because a few years earlier they’d watched Twitter take SXSW by storm with a similar collaboration with the conference. This is thinking like a growth hacker—it’s how you get the most bang for your buck and how you get it from the right people.
Ryan Holiday (Growth Hacker Marketing: A Primer on the Future of PR, Marketing, and Advertising)
Product Hunt has become the place for those in the tech world to learn about new products. Investors follow it for ideas about where to put their money; entrepreneurs and developers check on what the competition is up to; and writers and editors use it for story ideas. Startup founders often go to the site to defend their products against criticism or to talk them up. Product Hunt's listings offer a way to control the message about a product because entrepreneurs can respond to questions and critiques. Groupon co-founder Andrew Mason and former Facebook executive Bret Taylor used Product Hunt when launching new companies last year because the executives could get immediate feedback from early adopters.
Anonymous
if he actually looks like a salesman, he’s probably bad at sales and worse at tech.
Peter Thiel (Zero to One: Notes on Startups, or How to Build the Future)
Technology companies follow the opposite trajectory. They often lose money for the first few years: it takes time to build valuable things, and that means delayed revenue. Most of a tech company’s value will come at least 10 to 15 years in the future.
Peter Thiel (Zero to One: Notes on Startups, or How to Build the Future)
invest in a tech CEO that wears a suit—got us to the truth a lot faster.
Peter Thiel (Zero to One: Notes on Startups, or How to Build the Future)
We often work with young first-time founders at TechStars. Most of them have bought into the myth that you have to work constantly in order to succeed. We think you just have to work productively, and there's a huge difference. To
David G. Cohen (Do More Faster: Techstars Lessons to Accelerate Your Startup)
One day, Aaron Levie, the twenty-six-year-old CEO of Box, a well-funded new tech company, tells me it’s really important to learn from what happened in the 1990s—which is why he has read a bunch of books about that era.
Dan Lyons (Disrupted: My Misadventure in the Start-Up Bubble)
creating a company for acquisition or IPO is different from building a profitable enterprise; it’s about building a sellable enterprise. Startups are not trying to earn revenue (which is a liability); they are setting themselves up to win more capital. They are not part of the real economy or even the real world but part of the process through which working assets are converted into new stockpiles of dead ones. That’s all they have really accomplished with whatever digital fad they’ve foisted onto the market or sold to yesterday’s tech winners. They thought they were engineering a new technology, when they were actually engineering a reallocation of capital. That’s why digital entrepreneurs who do win often end up becoming the next generation of venture capitalists. Everyone from Marc Andreessen (Netscape) to Sean Parker (Napster) to Peter Thiel (PayPal) to Jack Dorsey (Twitter) now runs venture funds of his own. Facebook and Google, once startups themselves, now acquire more businesses than they incubate internally. With each new generation, firms and investors leverage the startup economy more deliberately, or even cynically. After all, a win is a win.
Douglas Rushkoff (Throwing Rocks at the Google Bus: How Growth Became the Enemy of Prosperity)
Though media outlets are increasingly on the lookout for good stories, there are still challenges to getting exposure. Tens of thousands of companies are clamoring for media coverage. Jason Kincaid, a former reporter at TechCrunch, told us that he got pitched over 50 times each day. What gets a reporter’s attention? Milestones: raising money, launching a new product, breaking a usage barrier, a PR stunt, big partnership or a special industry report. Each of these events is interesting and noteworthy enough to potentially generate some coverage. Jason advises bundling smaller announcements together into one big announcement whenever possible. Breaking a useage barrier is great. Releasing a new version is noteworthy. But releasing a new version and breaking a usage barrier in the process is even more compelling.
Gabriel Weinberg (Traction: A Startup Guide to Getting Customers)
a trend we see playing out across America: young people are in Detroit fixing up real estate, in Burlington starting farms, and in San Francisco building tech companies. The “kids these days” aspire to be small business owners, startup founders, and makers. Just maybe, the kids these days are alright.
Priceonomics (Hipster Business Models: How to make a living in the modern world)
If the tech-philosophers who write think-pieces about their lifestyle and productivity hacks were ever forced to really consider how they live, why they do the things they do, why they’re trying to achieve ‘passive incomes,’ I bet we’d have a lot of twenty-somethings running around, confused, their startups abandoned, their half-finished apps in programming purgatory. Millions of logo t-shirts would go unprinted, thousands of launch parties would remain unthrown.
Colin Wright (Come Back Frayed)
Sling Health modernizes primary care with tech-enabled clinical support teams.
Paul Thomas (Startup DPC: How To Start And Grow Your Direct Primary Care Practice)
The myth of meritocracy achieves its apotheosis in America’s tech industry. According to a 2016 survey, the number one concern of tech start-up founders was ‘hiring good people’, while having a diverse workforce ranked seventh on the list of ten business priorities.9 One in four founders said they weren’t interested in diversity or work-life balance at all. Which, taken together, points to a belief that if you want to find ‘the best people’, addressing structural bias is unnecessary. A belief in meritocracy is all you need.
Caroline Criado Pérez (Invisible Women: Data Bias in a World Designed for Men)
Not long after, Adam left for vacation in Hanalei Bay, on the Hawaiian island of Kauai. Hanalei Bay is a surfing mecca that maintains an eclectic vibe. The celebrities and CEOs who visit try to tread lightly. One morning, two start-up employees who worked at tech companies back on the mainland were paddling out to sea when they spotted Adam in the water nearby. He was flat on his board, holding on to a pair of ropes attached to the back of two surfboards, from which two local guides were pulling him out to the waves. It was the surfing equivalent of a cross-country skier holding on to someone else’s pole—or the start-up equivalent, his fellow surfers noted, of propelling yourself with a $100 billion venture capital cannon. Back in the Hamptons, Adam kept a motorized surfboard. A few days later, Adam was
Reeves Wiedeman (Billion Dollar Loser: The Epic Rise and Spectacular Fall of Adam Neumann and WeWork)
I had always been interested in learning, and I had always been rewarded for it; learning was what I did best. I wasn’t used to having the sort of professional license and latitude that the founders were given. I lacked their confidence, their entitlement. I did not know about startup maxims to experiment and “own” things. I had never heard the common tech incantation Ask forgiveness, not permission.
Anna Wiener (Uncanny Valley)
In Silicon Valley, it became the talk of the town. Some venture capitalists reflexively jumped to Holmes’s defense. One of them was former Netscape cofounder Marc Andreessen, whose wife had just profiled Holmes in a cover story for the New York Times’s style magazine headlined “Five Visionary Tech Entrepreneurs Who Are Changing the World.
John Carreyrou (Bad Blood: Secrets and Lies in a Silicon Valley Startup)
The numbers should speak for themselves, but they don’t. Growth metrics are the misunderstood teenagers of the tech world with murky intentions.
Molly Norris Walker (Design-Driven Growth: Strategy & Case Studies For Product Shapers)
One question is in the mind of every fledgling entrepreneur in the high-tech startups of Beijing’s Zhongguancun neighborhood, the fabrication hubs of Wenzhou, the industrial region of Dalian, and dozens of other Chinese business centers: “Why not me?” Success is all around them…. Young Chinese businesspeople are driven by materialistic desires, eager to “catch up” with the rest of the world, and almost giddy with a sense of multiplying opportunity. They have read Internet chronicles of the triumphs of Yahoo, Silicon Graphics, and Google. They see themselves as the creators of the world’s future Intels, Apples, and Microsofts, and some of them probably will be.
Edward Tse (China's Disruptors: How Alibaba, Xiaomi, Tencent, and Other Companies are Changing the Rules of Business)
The myth of “founding a startup so you can do what you love” is at least as enshrined in the tech world’s popular culture as the myth of getting rich.
Rand Fishkin (Lost and Founder: A Painfully Honest Field Guide to the Startup World)
In 2017, US companies are estimated to have allocated more than $650 million to fuel the AI talent race, with more than 10,000 available positions at top employers across the country. The top five tech companies have the capital to crowd out competitors: startups, universities, municipalities, established corporations in other industries, and less wealthy countries.31 In Britain, university administrators are already talking about a “missing generation” of data scientists.
Shoshana Zuboff (The Age of Surveillance Capitalism)
Day One” at Amazon is code for inventing like a startup, with little regard for legacy. It’s an acknowledgment that competitors today can create new products at record speeds—thanks to advances in artificial intelligence and cloud computing especially—so you might as well build for the future, even at the present’s expense.
Alex Kantrowitz (Always Day One: How the Tech Titans Plan to Stay on Top Forever)
Making the movie” is the term that a venture capitalist friend applies to the process of building a start-up. In my friend’s tech-company-as-movie analogy, the VCs are the producers and the CEO is the leading man. If possible, you try to get a star who looks like Mark Zuckerberg—young, preferably a college dropout, with maybe a touch of Asperger’s. You write a script—the “corporate narrative.” You have the origin myth, the eureka moment, and the hero’s journey, with obstacles to overcome, dragons to slay, markets to disrupt and transform. You invest millions to build the company—like shooting the movie—and then millions more to promote it and acquire customers. “By the time you get to the IPO, I want to see people lined up around the block waiting to get into the theater on opening night. That’s what the first day of trading is like. It’s the opening weekend for the film. If you do things right, you put asses in the seats, and you cash out.
Dan Lyons (Disrupted: My Misadventure in the Start-Up Bubble)
In my view, that willingness to get one’s hands dirty in the real world separates Chinese technology companies from their Silicon Valley peers. American startups like to stick to what they know: building clean digital platforms that facilitate information exchanges. Those platforms can be used by vendors who do the legwork, but the tech companies tend to stay distant and aloof from these logistical details.
Kai-Fu Lee (AI Superpowers: China, Silicon Valley, and the New World Order)
Another thing I’m learning in my new job is that while people still refer to this business as “the tech industry,” in truth it is no longer really about technology at all. “You don’t get rewarded for creating great technology, not anymore,” says a friend of mine who has worked in tech since the 1980s, a former investment banker who now advises start-ups. “It’s all about the business model. The market pays you to have a company that scales quickly. It’s all about getting big fast. Don’t be profitable, just get big.
Dan Lyons (Disrupted: My Misadventure in the Start-Up Bubble)
But Silicon Valley has a dark side. To be sure, there are plenty of shiny, happy people working in tech. But this is also a world where wealth is distributed unevenly and benefits accrue mostly to investors and founders, who have rigged the game in their favor.
Dan Lyons (Disrupted: My Misadventure in the Start-Up Bubble)
Mounir Mahjoubi, the former secretary of state for digital affairs in the Macron administration, encouraged her to apply for the director position of La French Tech, a role that would have her speaking on behalf of France and working to ensure that the government is a better partner to start-ups in their growth.
Lindsey Tramuta (The New Parisienne: The Women & Ideas Shaping Paris)
Everyone’s trained to think that you need to build software to start a tech company. However, in many cases, this is no longer true. In fact, it’s possible to launch platform startups with zero custom software.
Alex Moazed (Modern Monopolies: What It Takes to Dominate the 21st Century Economy)
how to market myself online. From blogging, to search engine optimization, to email marketing, to copywriting, to sales funnels, to lead generation, to market research.
Raza Imam (AuthorPreneur Elite: Launch a Book and Grow Your Authority Like a Tech Startup - WITHOUT Writing It Yourself (Digital Marketing Mastery 4))
TechCrunch: A blog about Silicon Valley startups TreeHugger.com: An environmental blog TheConsumerist.com: A blog about protecting consumer rights in an age of corporatism SearchEngineLand.com: A blog about search engine optimization and marketing FitnessBlackBook.com: A fitness blog created by a guy that used to be a suit salesman NerdFitness.com: Another fitness blog created by a regular guy that appealed to a very specific audience (this blog is HUGELY popular now) Fluentin3Months.com:
Raza Imam (Six Figure Blogging Blueprint: How to Start an Amazingly Profitable Blog in the Next 60 Days (Even If You Have No Experience) (Digital Marketing Mastery Book 3))
Many of these students seem to have a blinkered view of their options. There’s crass but affluent investment banking. There’s the poor but noble nonprofit world. And then there is the world of high-tech start-ups, which magically provides money and coolness simultaneously. But there was little interest in or awareness of the ministry, the military, the academy, government service or the zillion other sectors. Furthermore, few students showed any interest in working for a company that actually makes products. . . . [C]ommunity service has become a patch for morality. Many people today have not been given vocabularies to talk about what virtue is, what character consists of, and in which way excellence lies, so they just talk about community service. . . . In whatever field you go into, you will face greed, frustration and failure. You may find your life challenged by depression, alcoholism, infidelity, your own stupidity and self-indulgence. . . . Furthermore . . . [a]round what ultimate purpose should your life revolve? Are you capable of heroic self-sacrifice or is life just a series of achievement hoops? . . . You can devote your life to community service and be a total schmuck. You can spend your life on Wall Street and be a hero. Understanding heroism and schmuckdom requires fewer Excel spreadsheets, more Dostoyevsky and the Book of Job. 110
Timothy J. Keller (Every Good Endeavor: Connecting Your Work to God's Work)
Satellite builds dedicated offshore development teams for startups and tech-enabled companies. We assemble teams of skilled software engineers that are perfectly matched to your company, and your offshore team works as a natural extension of your company to design, develop and scale amazing software products.
Satellite Innovations
Paul Graham is the founder of Y Combinator, one of the most successful and sought-after startup accelerators in the tech world. Graham has invested in several blockbuster companies, including AirBNB and Dropbox, both of which are valued in the billions at the time of this writing. After investing in hundreds of companies and considering thousands more, Paul Graham has perfected the art of identifying promising startups. His methods may surprise you. In an interview, Graham highlighted two key strategies: Favoring people over product Favoring determination over intelligence What’s most essential for a successful startup? Graham: The founders. We’ve learned in the six years of doing Y Combinator to look at the founders—not the business ideas—because the earlier you invest, the more you’re investing in the people. When Bill Gates was starting Microsoft, the idea that he had then involved a small-time microcomputer called the Altair. That didn’t seem very promising, so you had to see that this 19-year-old kid was going places. What do you look for? Graham: Determination. When we started, we thought we were looking for smart people, but it turned out that intelligence was not as important as we expected. If you imagine someone with 100 percent determination and 100 percent intelligence, you can discard a lot of intelligence before they stop succeeding. But if you start discarding determination, you very quickly get an ineffectual and perpetual grad student.[74] Your intelligence doesn’t matter as much as you think it does. If you’re reading this book, you’re probably more than capable. Your ideas don’t matter much, either. What matters most—by far, is your perseverance. Stop worrying about your mental aptitude. Stop worrying about the viability of the project you’re considering. Stop worrying about all the other big decisions keeping you up at night. Instead, focus on relentlessly grinding away at your passion until something incredible happens. Your potential output is governed by your mindset, not your mind itself.
Jesse Tevelow (The Connection Algorithm: Take Risks, Defy the Status Quo, and Live Your Passions)
Thought Leadership “The Keys To Success” Book by Jim Rohn “The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.” - Jim Rohn (Entrepreneur) #smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business
Jim Rohn (The Keys to Success)
Thought Leadership “Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future” Book by Ashlee Vance “Take risks now and do something bold. You won’t regret it.” - Elon Musk (CEO of SpaceX and Tesla) #smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business
Ashlee Vance (Elon Musk & the quest for a fantastic future)
Reading: “Onward: How Starbucks Fought for Its Life Without Losing Its Soul” Book by Howard Schultz “When you’re surrounded by people who share a passionate commitment around a common purpose, anything is possible.” Howard Schultz, Executive Chairman of Starbucks #smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business
Howard Schultz
Thought Leadership “The Downing Street Years” Book by Margaret Thatcher “I have a habit of comparing the phraseology of communiques . . . noting a certain similarity of words, a certain similarity of optimism . . . and a certain similarity in the lack of practical results during the ensuring years.” Margaret Thatcher Author Former British Prime Minister #smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business
Margaret Thatcher
Thought Leadership “The new economics for industry, government, education” Book by W. Edwards Deming “In God we trust. All others must bring data.” William Edwards Deming, Statistician, Professor and Author #smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business
W. Edwards Deming (The New Economics for Industry, Government, Education)
The tech startup scene, for all its pretensions of transparency, principled innovation, and a counterculture renouncement of pressed shirts and staid social convention, is actually a surprisingly reactionary crowd. Its members preen and puff and protect their public image, like a Victorian lady powdering her nose, and refuse to acknowledge anything contrary to their well-marketed exteriors. Sure,
Antonio García Martínez (Chaos Monkeys: Inside the Silicon Valley Money Machine)
Nighttime Twitter was different from daytime Twitter only in that the content shifted from people in her timeline making dumb jokes about tech news to people making dumb jokes about TV. Katya
Doree Shafrir (Startup)
Noah Kagan went to UC Berkeley and graduated with degrees in Business and Economics. He worked at Intel for a short stint, and then found himself at Facebook, as employee #30. You’d think this is where the story would get really good: Noah went on to become the head of product and is now worth 10 billion dollars! That’s not what happened. Instead, he was fired after eight months. Noah has been very public about this, and it’s well documented. He even wrote about why it happened, which mostly comes down to the fact that he was young and inexperienced. Here’s where the real story gets interesting. After being fired, Noah spent ten months at Mint, another successful startup. For Noah, that was a side-hustle. After Mint, he founded KickFlip, a payment provider for social games. He also started an ad company called Gambit. Both of those companies fluttered around for a while and then fizzled out. Next came AppSumo, a daily deals website for tech software. AppSumo has done very well, and it’s still in business as of this writing, but Noah eventually turned his attention to another opportunity. While building up his other businesses, he had become an expert at email marketing, and realized there was a huge need for effective marketing tools. So he created SumoMe, a software company that helps people and companies build their email lists. SumoMe has exploded since its launch. Over 200,000 sites now use it in some capacity, and that number is growing every day. It’s easy to imagine SumoMe becoming a $100 million dollar company in a matter of years, and it’s completely bootstrapped. The company has taken zero funding from venture capitalists. That means Noah can run the business exactly how he wants. I’ve known Noah for almost ten years. I met him when my first company was getting off the ground. Several months ago, we were emailing back and forth about promoting my first book. He ended one of the emails with, “Keep the hustle strong.” I smiled when I read that. Noah is, and always will be, a hustler. He’s been hustling for his entire career―for over a decade. And he deserves everything that’s coming his way. Hustle never comes without defeat. It never comes without detours and side-projects. But the best hustlers all know this simple truth: All that matters is that you keep on hustling.
Jesse Tevelow (Hustle: The Life Changing Effects of Constant Motion)
In all the focus on political instability in the region, less examined is that many countries have adopted restrictive internet access and privacy laws. This includes business-friendly Dubai and lean-forward tech center Jordan. Often described as necessary steps in areas like press-and-publications law in order to protect libel concerns, these restrictions are usually vaguely worded and subject to wide and opportunistic interpretation. On the ground, entrepreneurs and investors alike view these as moves that risk chilling business development in their promising ecosystems. Jordan’s
Christopher M. Schroeder (Startup Rising: The Entrepreneurial Revolution Remaking the Middle East)
In the tech industry, timing is everything. Start-ups who are very early and far ahead of the curve risk being at the bleeding edge and end up losing whereas companies who win big are typically at the leading edge or cutting edge.
K. Vaitheeswaran (Failing to Succeed: The Story of India’s First E-Commerce Company)
The lawsuit was also a major distraction to Evan, Bobby, and Snapchat, during a time when they needed to focus more than ever. Finally, they reached a settlement. Reggie would receive $ 157.5 million and sign a gag order to never speak about Snapchat, the founding, or the lawsuit. Snapchat would acknowledge Reggie’s contributions to the company. Like Facebook’s multiple lawsuits with the Winklevoss twins and Eduardo Saverin, it’s difficult to neatly arrange the characters into winner and loser columns. Reggie Brown likely could not have built Snapchat into the multibillion-dollar company it is today. But he did not simply toss an idea out there for anyone to take—he recruited Evan, the best person he knew for the task, to join him and start the company. So what is fair for each side to receive? Snapchat’s valuation soared so high and so quickly during the lawsuit that it was hard for each side to wrap their heads around it, let alone arbitrate what each side deserved. This question isn’t going away. The Social Network, featuring courtroom scene after courtroom scene of friends hurling accusations at each other through expensive lawyers, spurred scores of young college students to pursue startups. Evan’s massive success with Snapchat has only increased the startup fervor on Stanford’s campus. And Reggie’s lawyers’ firm, Lee Tran & Liang, has become the hot law firm for ousted startup cofounders to sue young tech companies.
Billy Gallagher (How to Turn Down a Billion Dollars: The Snapchat Story)
Today, the use of unsustainable or ethically dubious tricks to get a startup off the ground is widely accepted—even celebrated in some circles of tech—and has been widely credited to the growth hacks that Thiel and his peers developed at PayPal.
Max Chafkin (The Contrarian: Peter Thiel and Silicon Valley's Pursuit of Power)
This struck me as a pretty basic misunderstanding of the way capitalism works—as does, in fact, the whole notion of a nurturing “ecosystem” dedicated to “mentoring” and “incubating” other people’s precious startups. (It’s a basic misunderstanding of ecology, too, but we will let that pass.) Other than the chance to make some money, why would a capitalist participate in such a thing? If startups really were to encourage other startups, they would be contributing pretty directly to their own competition—and robust competition is precisely what today’s thinking business person wants to avoid. The winning quality today is monopoly, not competition. But this is not a literature given to subtlety or introspection. As the tech writer Evgeny Morozov points out in To Save Everything, Click Here, the cult of innovation holds every info-age novelty to be “inherently good in itself, regardless of its social or political consequences.” Sure enough, as far as I have been able to determine, few of the people who write or talk about innovation even acknowledge the possibility that innovations might be harmful instead of noble and productive. And yet recent history is littered with exactly such stuff: Innovations that allow companies to spy on us. Innovations that allow terrorist groups to recruit online. Innovations that allowed Enron to do all the fine things it used to do. Come to think of it, the whole economic debacle of the last ten years owes its existence to the financial innovations of the Nineties and the Aughts—the credit default swaps, or the algorithms companies used to hand out mortgage loans—innovations that were celebrated in their day in the same mindlessly positive way we celebrate tech today.
Thomas Frank (Listen, Liberal: Or, What Ever Happened to the Party of the People?)
When examined through the lens of Meerkat’s Law and the central framework of this book, it is obvious why the resulting networks generated by big launches are weak. You’d rather have a smaller set of atomic networks that are denser and more engaged than a large number of networks that aren’t there. When a networked product depends on having other people in order to be useful, it’s better to ignore the top-line aggregate numbers. Instead, the quality of the traction can only be seen when you zoom all the way into the perspective of an individual user within the network. Does a new person who joins the product see value based on how many other users are already on it? You might as well ignore the aggregate numbers, and in particular the spike of users that a new product might see in its first days. As Eric Ries describes in his book The Lean Startup, these are “vanity metrics.” The numbers might make you feel good, especially when they are going up, but it doesn’t matter if you have a hundred million users if they are churning out at a high rate, due to a lack of other users engaging. When networks are built bottom-up, they are more likely to be densely interconnected, and thus healthier and more engaged. There are multiple reasons for this: A new product is often incubated within a subcommunity, whether that’s a college campus, San Francisco techies, gamers, or freelancers—as recent tech successes have shown. It will grow within this group before spreading into other verticals, allowing time for its developers to tune features like inviting or sharing, while honing the core value proposition. Once a new networked product is spreading via word of mouth, then each user is likely to know at least one other user already on the network. By the time it reaches the broader consciousness, it will be seen as a phenomenon, and top-down efforts can always be added on to scale a network that’s already big and engaged. If Big Bang Launches work so poorly in general, why do they work for Apple? This type of launch works for Apple because their core offerings can stand alone as premium, high-utility products that generally don’t need to construct new networks to function. At most, they tap into existing networks like email and SMS. Famously, Apple has not succeeded with social offerings like the now-defunct Game Center and Ping. The closest new networked product they’ve launched is arguably the App Store, but even that was initially not in Steve Jobs’s vision for the phone.87 Most important, though, you aren’t Apple. So don’t try to copy them without having their kinds of products.
Andrew Chen (The Cold Start Problem: How to Start and Scale Network Effects)
It’s a pretty universal truth that once you get the job you thought you wanted, the enjoyment eventually fades and you find yourself looking for something else. You think you want to work for that cool startup, and you get there only to find it’s a mess. You think you want to be a manager, only to discover that the job is hard and not rewarding in the ways you expected.
Camille Fournier (The Manager's Path: A Guide for Tech Leaders Navigating Growth and Change)
In science-related startups, the story is a little different. On average, 75 percent of founders in healthcare, life sciences, and biotech had directly relevant experience, while in enterprise tech only 40 percent and in consumer only 30 percent had directly relevant experience.
Ali Tamaseb (Super Founders: What Data Reveals About Billion-Dollar Startups)
—V. V. Ganeshananthan, author of Love Marriage “Compulsive reading. A deliciously timely, whip-smart buoyant dissection of men and women on the rise and the dynamics at play.” —Irenosen Okojie, author of Butterfly Fish “Beneath its high-octane, hi-tech surface, The Startup Wife is a funny, poignant, and supersmart story of ambition, independence, and love—a brilliant portrait of the times we live in.” —Tash Aw, author of Five Star Billionaire “Brilliant… A modern novel about love, startups, technology, ambition, and the future, all wrapped up in one. It’s very clever, but also subtle and very funny too.” —Emma Gannon, author of Olive
Tahmima Anam (The Startup Wife)
Morgan’s latest project is a tech startup called Clect (clect.com), which is a community and one-stop marketplace where people can browse, sell, and buy collectibles of any type imaginable (Star Wars, Smurfs, comics, a Millennium Falcon made from motorcycle parts, etc.).
Timothy Ferriss (Tools of Titans: The Tactics, Routines, and Habits of Billionaires, Icons, and World-Class Performers)
In startups, if your flywheels aren't turning, you aint earning.
Henry Joseph-Grant
Don't shoot your shot, without testing your aim
Henry Joseph-Grant
Storytelling doesn't mean you go into other peoples world. It means you bring them into yours
Henry Joseph-Grant
A startup founder is like a conductor of an orchestra, initially playing every instrument. Whilst playing the instruments also finding talented people to take over each instrument and raise $ to buy better instruments. All whilst ensuring the crowd doesn't leave and grows!
Henry Joseph-Grant
Gatekeepers can only "gatekeep" so much of the world, but it's a big world out there. Don't let anyone stop you
Henry Joseph-Grant
The most important components of leading other people are trust and communication
Henry Joseph-Grant
Investment firms are buying up more vacation homes, aiming to cash in on growing demand from tourists and remote workers. Most vacation rental homes are owned by small-time owners who list their properties on websites such as Airbnb Inc., but the number of financial firms investing in the sector is growing. New York-based investment firm Saluda Grade is launching a venture with short-term- rental operator AvantStay Inc. to buy about $500 million of homes, the companies said Tuesday. Saluda Grade said it is also looking to raise debt by selling mortgage bonds backed by its homes to investors, the first vacation-rental mortgage securitization, according to the company. Andes STR, a startup that buys and manages short-term rental homes on behalf of investors, also recently signed a deal with Chilean investment firm WEG Capital to buy roughly $80 million of properties in the U.S., Andes said. These investors are betting they can get higher returns if they rent out homes by the night instead of by the year. Low-interest rates have made it more attractive to borrow and Buy Traditional Rental Homes, inflating property prices and making it harder for new buyers to turn a profit. That has prompted some institutions and wealthy families to look in more obscure corners of the property market where competition is smaller, investment advisers say. Some are turning to investments in vacation homes, where demand has surged in many places during the pandemic as more people choose to work from remote locations and leisure travel heated up last year. “There’s a lot more yield available in the short-term market,” said Saluda Grade’s chief executive, Ryan Craft. It is the latest sign of how the pandemic is changing the way people work and live, and how real-estate investors are angling to find new ways to profit from these shifts. Saluda Grade is targeting homes within driving distance of major population centers, Mr. Craft said. His company will buy the homes and AvantStay will manage them for a fee. But while vacation-rental homes can offer higher returns, they also pose challenges to investors. Mortgages are usually more expensive and harder to get for short-term rentals than for owner-occupied homes, said Giri Devanur, CEO of reAlpha Tech Corp., a startup that wants to pool money from small-time investors to buy short-term-rental homes.
That Vacation Home Listed on Airbnb Might Be Owned by Wall Street
It’s a pretty universal truth that once you get the job you thought you wanted, the enjoyment eventually fades and you find yourself looking for something else. You think you want to work for that cool startup, and you get there only to find it’s a mess. You think you want to be a manager, only to discover that the job is hard and not rewarding in the ways you expected. In all of this uncertainty, the only person you can rely on to pull through it is yourself.
Camille Fournier (The Manager's Path: A Guide for Tech Leaders Navigating Growth and Change)
It's impossible to leave positive footprints behind when you're gone, if you always walked on worried tiptoes before you left.
Henry Joseph-Grant