Management and Planning
This chapter covers the more general lessons about running the marketplace and is slightly more useful for the CEO than the CTO.
When running a business, decisions made must be in its best interest. When working on a hobby, you can do whatever you feel like on that morning.
Keep your head down and focus on the business, not on reputation building.
You need to operate at near maximum, but not quite, for very long.
It comes from owning the transaction and being difficult to replace.
It should be very flexible to changing requirements.
The more your ability to collect money is impacted, the higher the priority.
Do not plan prematurely plan for contingencies and split your focus.
This will help you keep track of original reasoning when the feature was built and allow you to see if the circumstances have changed enough to further develop something.
You are not looking for the same things and you cannot offer the same things.
You should consider it a key task and put in effort.
It's better for everyone to know what's happening.
Gathering as much correct data as possible, constantly reviewing decisions and being able to tell signal from noise.
Here are some mistakes to avoid when assigning ownership of numbers.
It's one of the most useful tools and will be used for due diligence as well.
Things that aren't working should be removed and not maintained further.
It almost never pays off.
Three approaches to handling changes that users might not be happy about.