Lessons from scaling Stripe

Don't make somebody the CMO, or even the head of marketing, if your marketing team is two people... You want more flexibility.

Your job as the manager is to enable people to be their very damn best on your team.

Product market fit is just the product, and that is not a company, and that will not scale.

Be a force for positive momentum and it will be actually a real career maker.

Having just the right amount of tension in our relationship was how you knew it was working for the company.

Ask a question. Make an observation that you own. So if I said, 'I feel like there's something we're not talking about, and I wonder...' Oh, I own it.

Never think that one communication, meaning an email or an all hands, reaches the audience. You have to be smart about how you communicate.

If you're not sure who the decision maker is, one, it's probably you. And I'd rather you act that way than not because you're going to like slow the whole company down.

Make the thing that's implicit explicit.

Anytime we were confronted with anything, even things I felt I'd done before, that I had the experience and we were going to build it, they were like, 'Well, who have you talked to?' Or 'What have you read?'

Don't let the perfect be the enemy of the good.

Do very few things consistently and try to do them well, and then see if they're working for you.