As a startup grows, the founder must transition from focusing solely on the product to also managing the company, which requires different skills.

As a company grows, the role of the founder changes significantly. You start by doing everything yourself, but eventually, you need to hire people, managers, and executives while maintaining the company culture.

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.

Learning to hire and manage effectively became crucial as I transitioned from building a product to building a company that creates products.

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.

The pace at which issues arise in a growing company can outstrip your ability to resolve them, which is a challenging adjustment for founders used to academic success.

A CEO's focus should shift from building the product to ensuring the team is aligned and effective as the company grows, while also addressing the three main reasons early-stage startups fail: finding product-market fit, ensuring sufficient funding, and avoiding conflicts with co-founders.

Building and scaling a good company culture is one of the most important tasks for founders and CEOs, as emphasized by successful founders from companies like Dropbox and Airbnb.

When you reach product-market fit, your role will shift from coding to managing a team and making strategic decisions about scaling and engineering culture.