The subtle but essential question that rarely gets answered is how should my team participate in the purchase process?

Referral programs are one of the most underrated ways to unlock the positive network effects needed to achieve product/market fit.

Pivot is synonymous with a spectrum of decisions and acts committed by founders. And there's a good chance they have it wrong.

Founders are expected to have all the answers. Founders and founders-turned-investors know this is a long way from the truth. 

There are two reasons why startup founders press on with untested assumptions. One is legitimate, the other is convenient.

Nurturing early adopters and trust share a similar foundation. They require consistency over time.

Founders have nothing to lose and everything to gain by scaling wellness. The key is to lead by example.

Instructions are hard to write well. And the punchline is they should be written well before you start building the product.

Experimentation is important. Here is how I navigate between experiments that are 'interesting' and those which help advance the mission.

Asking the right question at the right time is an art. Here is the one I religiously ask twice a year.

Hiring makes and breaks startups. Writing a hiring plan can change the game for founders but it needs to be believable. To them and to investors.

In the spirit of turning down the taboo around this issue, here is the framework I use to address this issue.