As a CEO, you are ultimately responsible for the company's performance; if the product isn't selling, it's your problem, not the board's.

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

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

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.

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.

As CEO, my role focuses on strategy, culture, and selecting senior management, while product decisions can be more flexible depending on the company.

The most successful CEOs take on a brand of their own, becoming the mechanism by which they can promote their company in an attention-deficit economy.

The CEO must have the authority to fire underperforming co-founders, ensuring accountability and effective leadership within the team.

Delegation is crucial; as a CEO, you must balance between delegating tasks and maintaining responsibility for the outcomes of those tasks.