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Marketplaces by their nature tend to grow faster than most other companies.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.

When you expand a business as fast as McDonald's did, part of the strength you have is the process and the efficiency.

It's no surprise companies that quickly grow in value attract those who may want to also profit from the hard work of others.

The bigger a company gets, the more people are involved in decisions, the slower decisions get made. Look, the whole theory of startups is that three motivated people can go and do something that every company can't.

A business of high principle attracts high-caliber people more easily, thereby gaining a basic competitive and profit edge.

That said, there is a tendency to help the large industrial conglomerate more quickly than the small company you have never heard of. That is something in the culture we are trying to change.

As a small company our fastest way to market was going to be by working with other retailers that were known for pioneering new technologies and categories.

Stress on fast growing companies comes from a lot of different places. The one that is often the largest, and creates the most second-order issues, is the composition of the leadership team. More specifically, it's specific people on the leadership who don't have the scale experience their role requires at a particular moment in time.