When a company makes a fundamental change, it is inevitable that some people will leave.
I don't give up. I'm definitely meant to be an entrepreneur.
Sometimes, you do need different leaders for different stages of the company.
I am a black belt in martial arts. I like to drink scotch. I go skydiving. So I never really saw myself as a woman or a minority. I just went out there and did my thing, and it didn't even cross my mind.
Non-consensual, sexual advances are not the same as flirtatious comments from a creepy dude. The degree of harassment matters.
When I started my company in the U.S. I was always told by my mentors, 'If you want to start a tech company, you need a technical co-founder,' because outsourcing just doesn't work. It is too slow, it is too expensive, and the product is going to change a lot.
I think it's a violation of user privacy to continue storing email addresses if you tell users your service is shutting down. I sign up for a service, and if you're no longer providing that service, why should you keep my information?
Sometimes, the startup game works in your favor just because you got in at the right time and right environment. Other times, you're a little too late entering an already crowded space. But startups with strong fundamentals withstand external conditions and come out ahead in good or bad times.
I want to be known as someone who develops individuals, not just companies.
The best way to minimize disagreement is to make sure that all the stakeholders are in the room.
When an incident is reported, HR almost always starts from a place of disbelief. They request evidence and ask for proof. But if HR is investigating a sexual harassment case within the company, it is their duty as HR to protect their employees. That is the sentiment that has to shift.
