So of all the things we talk about in the formative stages of a company, being well-aligned with what we DON'T want to do has been a hallmark.
It's hard.
In the early days it's really hard to stick to our guns about the things we care most about because there is so much leverage to do the opposite. It's easy to say "I don't want to work with jerks" but really hard to do it when the "jerk" holding the investment check is our only way to make payroll. (Not saying investors are the only jerks, that's just such a specific point of friction!)
I'd love to hear what folks here have had to put up with as well as what you've been willing to stick to your guns on.
Wil Schroter
So of all the things we talk about in the formative stages of a company, being well-aligned with what we DON'T want to do has been a hallmark.
It's hard.
In the early days it's really hard to stick to our guns about the things we care most about because there is so much leverage to do the opposite. It's easy to say "I don't want to work with jerks" but really hard to do it when the "jerk" holding the investment check is our only way to make payroll. (Not saying investors are the only jerks, that's just such a specific point of friction!)
I'd love to hear what folks here have had to put up with as well as what you've been willing to stick to your guns on.