As a founder, you often end up doing tasks that you're not good at, which can lead to frustration, as the things you love to do may no longer be part of your role.

The core message for late-stage founders is that hiring executives and creating management layers can disconnect you from the day-to-day operations of your company.

Investors often advise late-stage founders to hire a large management team and delegate responsibilities, which can lead to a loss of direct involvement in the company's operations.

As a founder, it's crucial to be self-aware and replace yourself with tasks that can be delegated, ensuring the organization can improve and grow.

Working at a big company often makes you a small part of a large machine, which limits your learning and slows your pace of growth compared to creating your own startup where you are responsible for everything.

As a founder, managing people is essential, even if it feels less exciting than working on the product; you can't build a company alone.

Founders often feel pressured to appear larger and more established, leading them to spend on unnecessary roles and functions that distract from their core mission.

As a founder, you need to engage in activities that don't scale in the early days of your startup.

If you're working at a late-stage startup, consider moving to an earlier-stage company for more responsibility and potentially better equity opportunities.