The Wisdom Wall

“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 strategy that's okay, If you have advisors, if you have people you…”

“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, uh, the worse your product is ultimately going to be.”

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

“the biggest thing to do is to get rid of your to-do list and put all of your action items on your calendar. Block off the amount of time that you think it's going to take. You have a to-do list. Everyone has a list of things that they want to do, and just translate all of that into time on your calendar.”

“Really, if you don't like doing a certain thing, like writing investor updates, it means that you should probably have somebody else do it because clearly you're not a reliable person on this specific type of task.”

“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?”

“How you spend your time is the empirical record of your priorities. You can, you can wave your hands and say that you have a set of priorities, but what you spent your time on is the record of your priorities.”

“I try to limit it to about 10 buckets. Um, you can always get more granular But at a certain point, it's not useful.”