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Trying to explain what we do to anyone is a challenge — unless it's another Founder. We need to consider our audience and mold our response to "what we do" depending on who we are talking to.

When is it "too late" to start a startup? Is there a point where it's no longer feasible to assume the risk associated with starting a company?

Shutdowns are a part of the startup lifecycle. The sooner we recognize that the sooner we can get back in the game for the next run!

We easily take for granted all the rewards our startup provides, and we often find this out after it's already gone.

There's no version of being a Founder where we just keep doing everything right without a care in the world. We need to start opening up about what's in our heads and process our problems before we perish from them.

Sometimes having to burn it all down is the best medicine our startup can take.

Equity is the most important asset of a startup, both in its formation and as it grows. As such, we have to be super mindful of when (and how hard) we pull that trigger.

Being a Founder can be all-encompassing. We give everything we have to our startup, so how do we NOT attach our self-worth to its performance?

As Founders, it's important for us to remember that nothing matters until the end goal is reached.

No one ever actually tells Founders it's OK to quit. No one except other Founders, of course.