A good board should consist of experienced individuals who are engaged and can help guide the company, especially during fundraising and strategic decisions.

When recruiting board members, find people who love your mission and are aligned with the company's goals, rather than just seeking big names.

Having strong venture capitalists on your board can help facilitate and support necessary pivots, ensuring alignment and reducing indecision.

When recruiting board members, ensure they are willing to invest time in understanding your business; those who aren't should not be on your board.

Joining the board of Google after leaving VMware was a significant step, and I was one of the few women on that board, which made a difference in discussions.

When interviewing potential board members, focus on understanding how your problems are different rather than being impressed by their past.

Having a personal board of directors is misguided; instead, focus on building genuine relationships that are mutually beneficial.

In our first board meeting, we discussed hiring a new vice president, and the board emphasized the importance of hiring someone with a proven track record, highlighting the different philosophies on job titles.

We self-funded VMware initially, allowing only immediate family to invest, and later sought angel investors who were technically sophisticated and understood our vision.