I find more energy and enjoyment in my role as a public company CEO than I did as a startup founder. The team I work with now allows us to create and innovate together, free from corporate bureaucracy.

Having a woman on our board for diversity has been crucial, as it brings different perspectives and enriches our company culture.

We indulge in things that a public company wouldn't, like architecture and the university, because we think they're the right thing to do.

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

It's really hard to be a public company due to reporting requirements and misaligned shareholder interests.

In our firm, we understand almost every situation a founder might face, and there's always an expert available to help, even if they're not on the board.

We believe in radical transparency, sharing as much information as possible with our employees to foster a culture of trust and collaboration, even as a public company.

Board members should listen more than they talk; many have been in charge for a while and may not understand the unique challenges of your company.

Hiring non-traditionally qualified executives can lead to a more effective team in a rapidly scaling company.