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Many of the things we do at Basecamp would be considered unusual at most companies: paying for employees' hobbies, allowing our team to work from anywhere, even footing the bill for fresh fruits and veggies in our staff members' homes.

When we launched the first version of Basecamp in 2004, we decided to build software for small companies just like us.

Fix a few things here, improve a few things there, launch a new feature every so often. That's coasting. And I don't want Basecamp to coast.

You can't build any kind of organization if you're not going to surround yourself with people who have experience and skill base beyond your own.

Every training camp is important so you can show you're improving and staying consistent.

I loved the bootcamp and the training. It was the actual Navy and the structure after it that I realized wasn't for me because they're building soldiers. It's a system, and you can't really stick out; you can't be the oddball out in the military.

Everyone on the founding team ought to invest the time in a coding bootcamp.

All companies can benefit from fostering a more flexible environment (creating a place where the most talented, industrious, and entrepreneurial people want to work) and relinquishing hierarchical control to favor a results-oriented meritocracy.

Camp Southern Ground is a lot more than a camp. It's more of a campus.

I think that the best training a top manager can be engaged in is management by example.