As a CEO, my role is to set direction and resolve issues while facilitating and enabling my team to perform at their best.

The CEO should be integratively involved in micro product decisions, as their long-term vision is crucial for the company's direction.

As CEO, I've transitioned from being a micromanager to learning to delegate, focusing on being a culture carrier and making tough philosophical decisions.

As a CEO, even though you may be pulled in many directions, maintaining an obsessive focus on your product is crucial because you have the vision and are best equipped to make significant decisions.

Transitioning from an engineer to a CEO requires learning to make quick, informed decisions about markets, business models, and team management.

As a CEO, your role often resembles that of a task manager, removing distractions from your team's plate so they can focus on being high-performance individuals.

As a founder, my role has shifted from coding to focusing on team culture and alignment, ensuring everyone is pointed in the same direction as the company grows.

I realized that as a CEO, I can define what my role should be at Superhuman. I hired a great president, reducing my direct reports from eight to two, which allowed me to spend 60% to 70% of my time on product, design, and marketing.

A CEO should ensure the team is effective by aligning everyone towards clear goals and maintaining a focus on product market fit.