When teams are misaligned, it often stems from pursuing different strategies or a lack of clarity on what the strategy is, rather than just execution problems.

Founders often hesitate to ship their products quickly due to fear of negative feedback, which can hinder their progress and improvement.

When building hardware, the most challenging part is not just creating it but also shipping it, which often requires being on-site at the factory.

Engaging in hard questions before a project starts enables us to ship something successful later.

A common mistake teams make when trying to implement the working backwards process is that they start with a solution instead of a customer problem, which leads to retrofitting the problem to fit the solution.

The mistake I made was delegating decisions to the wrong level in the organization, which hindered our ability to ship great products.

We need to minimize cycle time from identifying a problem to shipping a solution, as this impacts user experience.

It's important to clarify what the problem is before moving into shaping, as this links to product strategy.

Remote teams can be problematic for startups, especially in the early days when communication and speed are critical.