A founder's role is to clearly communicate the purpose of a product to both the team and the public, which is crucial for its success.

As a founder, my role is to drive clarity on what we're building and to create an organization that empowers others to contribute to that vision.

Founders frequently struggle with whether to prioritize growth or retention, and they often feel overwhelmed by the need to balance product development and sales efforts.

Navigating the paradox of focusing on internal product development while also engaging externally with networks and potential customers is crucial for a founder's success, and I need to execute judgment on what the current problem looks like and how to divide the work effectively.

As a technical founder, you need to balance building new features with fixing bugs and addressing technical debt, especially as you approach product-market fit.

Setting clear goals and defining responsibilities within your product can help distinguish between growth and product development, ensuring everyone knows their role in driving growth.

It's important for founders to stay close to their product and customers, avoiding the trap of over-delegating early on.

As a founder, you need to balance being persistent with being flexible, knowing when to stick to your vision and when to pivot based on feedback and data.

Establishing thought leadership and gaining notoriety is a common concern for aspiring founders, but it's essential to focus on building your product first.