You should not scale a company past 20 people before achieving product-market fit; once you find it, scale aggressively.

The goal is to scale your startup's revenues and customer base without proportionally increasing headcount and spending.

As a founder, you should be the primary salesperson for your product until you reach significant revenue milestones, like 1 million ARR.

To scale from $10,000 to $100,000 a month, you need to shift from one-to-one selling to group selling, utilizing methods like webinars, marketing campaigns, and establishing a key person of influence to represent your business.

When advising founders, I emphasize the importance of building a framework to figure out how to do more sales faster, working backwards from sales goals to understand the necessary actions.

Successful startups often start with non-scalable methods to acquire their first customers before moving to scalable growth channels.

When scaling a company, it's important to prepare for challenges and adapt mechanisms that work as the organization grows from a small team to a large enterprise.

It's important for founders to recognize their influence in a company; focusing on sales can lead to greater results than relying on a larger sales team.

The hiring process changes as a company scales; founders must trust others to hire well and systematize onboarding for new employees. As you scale, it's crucial to rethink your hiring process to ensure it remains efficient and scalable, from sourcing to integrating new employees.