Levels

“Right now, most of our major priorities are ultimately within the software org on changing our go to market, shifting our core product strategy. And so a lot more of my time is going towards that.”

“Fundraising is probably still six months away from that being a real push, so I don't need to prioritize that.”

“And so I think the nature of being a co-founder CEO is you have to be 80% good at basically everything. It's kind of a strange role. You have to be able to write a passable growth strategy and a passable clinical strategy and a clinical, you have to be able to…”

“I think when you have a software product, I think having leadership who knows how to build software is really important, and the further away you get from the actual building of what it is that your product is the worse your product is ultimately going to be.”

“Your ability to assess and know whether they are the right people, if you're willing to put that to luck, then sure, you can just hope that you hired the right person, and you have no way of assessing the quality of their work output. If you can write a strate…”

“We've been working with our EAs in the Philippines to do a lot of that admin work, and so they, we've we taught them how to do the daily check-ins, how to do, they even write the first draft of most of our retros now, because they can see all the daily updates…”

“If I have one-on-ones scheduled for all of my direct reports, but I've made it very clear and everyone's on the same page that a one-on-one calendar hold is not an entitlement. It is a hold so that I don't double book myself. And if there's nothing on the agen…”

“We found for a lot of our projects, people might do two weeks of daily standups that are synchronous live Answer questions, get more context, higher velocity, and then they eventually transition into async standups, where at the end of the day, they just say, …”

“We also have a no acronym rule because I can't remember them for the life of me.”

“All of our meetings, including our one-on-ones are recorded and shared by default to the whole company. So our board meetings, generally speaking, are shared with the whole company.”

“If you were to look at the calendars of a lot of our engineers, it is Very common for engineers to have something like three meetings per week.”

“It's way easier to correct for. We don't have enough meetings. Let's try to schedule more of them than it is. How do I get out of this situation where I'm trapped all day in meetings?”