Many people assume that working at a FAANG company is essential for gaining experience on hard technical problems, but in reality, most jobs involve mundane tasks that don't translate to startup success.

Working at a FAANG company can create a dependency on their tools and infrastructure, making it challenging for founders to adapt when starting their own companies without those resources.

The perception that engineers from FAANG companies can easily raise venture capital is misleading; while it may help initially, staying too long can diminish that advantage.

Many founders mistakenly believe they are being productive by engaging with startup discussions, but this often leads to no real progress in building their product.

Technical co-founders and early employees often get exploited and undervalued in startups, leading to unfair equity splits.

A common mistake technical founders make is to build products first and then talk to users, which often leads to choosing the least impactful tasks for the week.

As a founder, you often end up doing tasks that you're not good at, which can lead to frustration, as the things you love to do may no longer be part of your role.

Young founders often prioritize what investors want over solving problems they genuinely care about, which can hinder their potential.

There's a broken feedback loop in how companies are built, where people become divorced from the consequences of their actions, especially in technical teams. Technical co-founders often aim to return to their initial state, but companies tend to silo tasks that are essential for a startup's success, leading to a perception that these tasks are inferior.