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← A CEO is in service of the company, so going deep into the technical…
17 connected korrents · 16 moments from 23 Jan 2012 to 29 Sept 2026.
Everything filed under management
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team size
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hiring Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: A CEO is in service of the company, so going deep into the technical weeds is a personality technique rather than a management technique. A CEO is in service of the company, so going deep into the technical weeds is a personality technique rather than a management technique. Last stated 3 months ago
26 Jul 2026
JH
Jensen Huang — holds since 2026-07-26 — tap for who they are
Same subject: The number one job of a CEO is to be right — being in the right body of water matters more than having the right boat. — tap to centre the map on it The number one job of a CEO is to be right — being in the right body of water matters more than having the right boat. Last stated 4 months ago
14 Jun 2026
MP
Mark Pincus — holds since 2026-06-14 — tap for who they are
Same subject: Low emotional intelligence is not unusual among CEOs and can be a serious handicap for a leader. — tap to centre the map on it Low emotional intelligence is not unusual among CEOs and can be a serious handicap for a leader. Last stated 4 years ago
19 Oct 2022
AH
Auren Hoffman — holds since 2022-10-19 — tap for who they are
Same subject: A company will only go as far in AI as its CEO does, and it is not something a CEO can delegate. — tap to centre the map on it A company will only go as far in AI as its CEO does, and it is not something a CEO can delegate. Last stated 5 months ago
24 May 2026
DS
Dan Shipper — holds since 2026-05-24 — tap for who they are
Same subject: Leaders are trained fastest by an apprentice who shadows every meeting, which is an unscalable way of scaling an organisation. — tap to centre the map on it Leaders are trained fastest by an apprentice who shadows every meeting, which is an unscalable way of scaling an organisation. Last stated 5 months ago
2 Jun 2026
MP
Mark Pincus — holds since 2026-06-02 — tap for who they are
Same subject: Working at a company turns you into a power user, which is why pattern matching fails and even an experienced growth leader is wrong all the time. — tap to centre the map on it Working at a company turns you into a power user, which is why pattern matching fails and even an experienced growth leader is wrong all the time. Last stated a year ago
5 Oct 2025
AC
Albert Cheng — holds since 2025-10-05 — tap for who they are
Same subject: Removing whole layers of management at big companies is probably a huge mistake. — tap to centre the map on it Removing whole layers of management at big companies is probably a huge mistake. Last stated 4 weeks ago
27 Sept 2026
MG
Molly Graham — holds since 2026-09-27 — tap for who they are
Same subject: A company should manufacture fresh internal challenges for its best people, because the alternative is that they go and find those challenges at another company. — tap to centre the map on it A company should manufacture fresh internal challenges for its best people, because the alternative is that they go and find those challenges at another company. Last stated 7 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: Shape the company to fit the founder the way an F1 car is fitted to its driver; the next CEO can reshape it after you. — tap to centre the map on it Shape the company to fit the founder the way an F1 car is fitted to its driver; the next CEO can reshape it after you. Last stated 3 months ago
26 Jul 2026
JH
Jensen Huang — holds since 2026-07-26 — tap for who they are
Same subject: A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. — tap to centre the map on it A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. Last stated 3 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. — tap to centre the map on it A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. Last stated 7 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. — tap to centre the map on it A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
Same subject: A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. — tap to centre the map on it A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. — tap to centre the map on it A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. Last stated 4 weeks ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. — tap to centre the map on it A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. Last stated 15 years ago
23 Jan 2012
PM
Patrick McKenzie — holds since 2012-01-23 — tap for who they are
Same subject: A business can use stewardship of a community publication as a top-of-funnel customer acquisition strategy without needing the publication itself to generate revenue directly. — tap to centre the map on it A business can use stewardship of a community publication as a top-of-funnel customer acquisition strategy without needing the publication itself to generate revenue directly. Last stated a month ago
21 Sept 2026
CC
Chris Coyier — holds since 2026-09-21 — tap for who they are
Same subject: A company can produce a good commercial without a large budget — tap to centre the map on it A company can produce a good commercial without a large budget Last stated 4 years ago
21 Mar 2023
DH
David Heinemeier Hansson — holds since 2023-03-21 — tap for who they are
Same subject: A designer who is not a designated leader can get leaned on by building an internal tool for a cross-functional need, such as one design needed by marketing. — tap to centre the map on it A designer who is not a designated leader can get leaned on by building an internal tool for a cross-functional need, such as one design needed by marketing. Last stated 5 months ago
19 May 2026
TG
Tommy Geoco — holds since 2026-05-19 — tap for who they are
At the centre
A CEO is in service of the company, so going deep into the technical weeds is a personality technique rather than a management technique.
Holds Read this korrent →
The number one job of a CEO is to be right — being in the right body of water matters more than having the right boat.
Holds
Low emotional intelligence is not unusual among CEOs and can be a serious handicap for a leader.
Holds
A company will only go as far in AI as its CEO does, and it is not something a CEO can delegate.
Holds
Leaders are trained fastest by an apprentice who shadows every meeting, which is an unscalable way of scaling an organisation.
Holds
Working at a company turns you into a power user, which is why pattern matching fails and even an experienced growth leader is wrong all the time.
Holds
Removing whole layers of management at big companies is probably a huge mistake.
Holds
A company should manufacture fresh internal challenges for its best people, because the alternative is that they go and find those challenges at another company.
Holds
Shape the company to fit the founder the way an F1 car is fitted to its driver; the next CEO can reshape it after you.
Holds
A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace.
Holds
A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth.
Holds
A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance.
Holds
A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better.
Holds
A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work.
Holds
A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it.
Holds
A business can use stewardship of a community publication as a top-of-funnel customer acquisition strategy without needing the publication itself to generate revenue directly.
Holds
A company can produce a good commercial without a large budget
Holds
A designer who is not a designated leader can get leaned on by building an internal tool for a cross-functional need, such as one design needed by marketing.
Holds