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Startups are often very undercapitalised, but I found that to be very beneficial because it forces you not to throw money at problems. Instead, you learn all the nuts and bolts of what you're doing and become an expert.

In a startup, in the early days, it can be hard to explain what you do.

It's rare for a startup to make money immediately, so you need to make sure that you have enough saved or that you have another income stream that can support you.

Like having a child, running a startup is the sort of experience that's hard to imagine unless you've done it yourself.

All throughout my life I have been deeply immersed in startups, either because I was running one or investing in them or helping them.

For a startup, you need to stay small so the others don't attack, or you aim to be one of the big guys. If you don't do it right, you might lose everything.

The thing about startups is you can make it, and if it's wrong you can remake it, and you can build a team that you want to have, a product that you want to have. You're utterly focused on your users or your customers and their needs, and trying to figure out how to meet those needs.

Start-ups should be hunch-driven early on and data-driven as they scale.

Working on a startup is a balancing act: being crazy enough to believe your idea can take off but not crazy enough to miss the signs when it's clearly not going to.

Startups often have to do dubious things.