As a founder, managing people is essential, even if it feels less exciting than working on the product; you can't build a company alone.

It's better to have an incomplete team than to have the wrong people in key positions; a founder should focus on their strengths and seek help for areas they are not proficient in.

As a founder, it's crucial to be self-aware and replace yourself with tasks that can be delegated, ensuring the organization can improve and grow.

Founders must recognize their deficiencies and build a strong management team around them to ensure the company's growth and success.

It's important to have co-founders who cover different skill sets and trust each other, as this foundation is crucial for navigating the challenges of building a startup.

As a founder, your superpower is not just to delegate but to focus on a few critical areas that can drive your business forward, rather than trying to do everything.

When evaluating co-founders, it's essential to have a diverse range of strengths, including at least one technical founder and someone dedicated to the business side, like fundraising.

Having a co-founder with complementary skills is important. For instance, if you're great at sales, ideally, your co-founder should excel at product development and coding, allowing you to divide and conquer tasks effectively.

It's crucial to avoid 'hero mode' where founders try to do everything themselves; instead, they should hire more team members to manage workload effectively.