I learned to manage people through many mistakes; no one is naturally good at hiring.

I learned that I should hire people who are better than me in areas where I need help, rather than expecting them to figure things out for me.

Every team member at Watsi raised more than ten times their salary for patients, which I'm very proud of.

Despite being featured on TechCrunch, I felt overwhelmed by the reality of our operations, which were chaotic and unstructured, leading me to quit my job to work on Watsi full-time.

I initially hesitated to hire others for my company, fearing they would disrupt my vision, but once I did, I realized it was a mistake to wait so long.

After returning home, I recruited my best friends to help build Watsi, and we spent our last months in the Peace Corps working on the business plan.

One of the biggest mistakes I made was relying too much on venture capitalists' advice instead of trusting my own vision.

I learned to give autonomy to my leaders, believing that I should hire executives who are more like peers than subordinates.

During the early days of Watsi, I was juggling a full-time job while trying to manage the influx of donations and patient profiles, which often required me to sneak away to the bathroom to update our website.