Hiring the right people is incredibly challenging, and it's okay to make mistakes in the process. I had to let go of a salesperson early on because he wasn't a culture fit, which was a learning experience for us.

Just because you're a startup founder doesn't mean you're good at hiring and managing people; this realization often comes after the first experience.

In a startup, early hires often grow into leadership roles. However, it's crucial to recognize that not everyone is naturally good at management, and developing these skills takes time and effort.

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.

I made many mistakes at Watsi, but I was careful to hire people who are much smarter and better than I am.

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

I believe in hiring people based on instinct and giving them a chance, rather than relying solely on the hiring process, which can be imperfect.

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

As a female leader, I learned to be authentically myself and to embrace my strengths while hiring around my weaknesses.