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Naming a transition team varies with the intentions of the candidate; some candidates have been careful to name a transition team as much as a year in advance.

In the early days, start-ups make the main mistake of hiring people to do the work that they could do themselves.

I've worked with a lot of first-time directors who kind of look to me for ideas and opinions and stuff, and I'm a team player.

When you step on the field, you want to be a starter. You want to be the person everybody looks to and says, 'If we need a play to be made, let's go to him.'

I'm always trying to look for different roles.

The start-ups that do well are the ones that are working all the time.

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

We try to recruit good players and good people.

If people make a lot of introductions, should they get recognized for it? I've never seen a score showing who's a good connector. That'd be useful, right?

In order to protect against being disrupted, startups also need to recruit employees that are committed to life-long learning. The skills that made your team members valuable may not be the skills needed to take your company to the next level or to compete in emerging markets.