As a company grows, the role of the founder changes significantly. You start by doing everything yourself, but eventually, you need to hire people, managers, and executives while maintaining the company culture.

As your company grows, your main job shifts from building a great product to building a great company, which is a significant transition for founders.

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.

The transition from a technology-focused startup to a media and technology company requires learning new skills and adapting to different business dynamics.

As a startup grows, the complexity increases, requiring hiring more people to manage various tasks, which can lead to confusion if you're not familiar with their roles.

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.

Learning to hire and manage effectively became crucial as I transitioned from building a product to building a company that creates products.

Founders often struggle with the transition from a tech giant mindset to the scrappy approach needed in startups, which requires extreme resourcefulness and thoughtfulness.

The pace at which issues arise in a growing company can outstrip your ability to resolve them, which is a challenging adjustment for founders used to academic success.