Uri Levine

Ask yourself, knowing what I know today, would I do something different? Now, if the answer is yes, then do something different today. Don't wait until next life or next company or next relationship or next something.

The longer that you wait, you actually lose options. The only ability to choose is today. You actually need to make a decision rapidly, like today.

Two types of crisis. One is I would call that a cash crisis. All of a sudden, your cash program or plan is being jeopardized, losing a customer, disappearing investor. And the other one is lose of product market fit.

When product market fit disappear, you actually need to go back to square one. Then you basically say everything that I know so far is irrelevant anymore.

When you focus on the problem, then the problem is going to serve as the north star of your journey. And when you have a north star, you're going to make less deviation from the course and increase the likelihood of being successful.

I will define luck as opportunity meets readiness. Readiness is up to you; opportunity, not always.

Never give up is the most important behavior of successful CEOs of startup. The second one, by the way, is making decisions with conviction. If you don't make them with conviction, then the team is not going to follow.

It's way easier to deal with a crisis if you have plenty of cash in the bank. So if you can raise capital and maintain higher level of cash in the bank, it will help you to go through the next crisis, but it's not going to avoid it.

Product market fit in general have only one metric, only one metric, retention. Look, it's really simple, if you create value, they will come back, that's it. If they are not coming back, that means that you are not creating value.

Building a startup is a journey from one crisis to the next.

During crisis, people will appreciate more than anything else transparency. And if you hide information from them, then they would leave, they don't trust you anymore.

If you have high frequency of use, you will end up with growth coming by itself, right, for word-of-mouth, and therefore you should do that at the beginning. If you don't have high frequency of use, you are sentenced to acquire users or customers all of your lifetime.

Focus is not about what we are doing, it's about what we are not doing. These are the hard decisions.

In order to improve, we need to speak with those that fail, those that were unsuccessful, those that did not register, or they did register and did not use, or they did use and did not come back, because they know something that we really need to know.

For everything in your life, ask yourself, 'Knowing what you know today, would you do something different?' If the answer is yes, then do something different today. Today is the first day of the rest of your life.

Fall in love, fall in love, fall in love, fall in love with the problem, and then actually what you're trying to do is engage everyone else to fall in love with the same problem, to go into this journey, into this path and follow your leadership there.

The biggest enemy of good enough is perfect. You don't need to be perfect. You need to be good enough in order to win the market.

If you fail fast, you still have plenty of time to try another attempt and build another version of the product. The more attempts that you have, you simply increase the likelihood of being successful.

Watch new users. Simply watch users and see what they're doing. And if they're not doing what you expect them to do, then ask them why, because this why is the one that is going to make your product successful.

Product market fit have one metric. One metric. That's it. Retention. If you create value, they will come back. If they're not coming back, that means that you are not creating value.

A venture capital partner is likely to see between a hundred and 200 companies a year and invest in one or two. 1%. So you're going to hear a hundred times no until you hear one yes.

Every time that you hire someone new, mark your calendars for 30 days down the road and ask yourself one question, knowing what I know today, would I hire this person? If the answer is no, fire them immediately.

If everyone knows within a month and every time that you hire someone new... If the answer is no, fire them immediately. They're already set on a trajectory of not being successful and they're creating damage to you, to the rest of the team and to themselves.

If you want to make it simple, in your journey of building a product, we basically say this is iteration to iteration to iteration. You add features and you add features until you add the features that people are using. What you really want to do next is remove the rest of the features that people are not using because they're adding complexity.

Good story is not about facts. It's about creating emotional engagement. It's about creating the sense that the listener would like to be part of this story.