We meet with our direct reports weekly to discuss strategic projects and maintain transparency with a public project list.

I realized that as a CEO, I can define what my role should be at Superhuman. I hired a great president, reducing my direct reports from eight to two, which allowed me to spend 60% to 70% of my time on product, design, and marketing.

As CEO, my role focuses on strategy, culture, and selecting senior management, while product decisions can be more flexible depending on the company.

Every founder has become a forward deployed engineer, meaning they must work closely with users to understand their needs and workflows.

I dedicate the first couple of hours each day to reviewing metrics, revenue numbers, and customer feedback to identify areas for improvement and guide my team effectively.

As an engineering manager, I communicated our long-term goals to my team, enabling them to prioritize their work independently.

I prioritize direct communication with customers, often leaving meetings to respond to their messages, which provides invaluable feedback.

As a technical founder, I lead the product development, engage with users, and make critical technology decisions, which requires a high level of commitment to the startup's success.

To summarize, I should always work on tasks that directly impact my primary key performance indicators, focusing on high-impact activities like talking to users and building products.