Damien Lewke
① 他说过的话
14 条
Product Market Fit 说实话是一段旅程。你会有一些时刻看到自己拥有了它，我们就经历过。但我们能走到那一步，是因为——天哪——当时持续了二十一个月不断的客户发现。
指向原始笔记的链接
Product Market Fit is honestly a journey. You have moments where you see that you have it and we experienced that. But we got there because of, gosh, at the time, twenty one months of constant customer discovery.
—— Damien Lewke · [50:02]
大概一天半之内，我们发现了其他任何工具都没发现的东西。
指向原始笔记的链接
I think it was like a day and a half. We caught something that no other tool had found.
—— Damien Lewke · [02:51]
我能给未来创始人最好的建议是：痴迷于问题本身，而不是天然地痴迷于你的解决方案。因为你的解决方案会随时间演变和改变。
指向原始笔记的链接
The best advice I can give to a prospective founder is be obsessed with the problem and not inherently your solution. Because your solution will evolve and change over time.
—— Damien Lewke · [11:51]
如果你入行几年后还是你在拍板所有决定，你可能得问问自己为什么会那样。
指向原始笔记的链接
If you’re calling all the shots a couple of years in, you might want to ask yourself why that’s the case.
—— Damien Lewke · [11:59]
一个放对位置的人远好于四个放错位置的人，这就是为什么我觉得创始人最被低估但最有价值的技能之一，是运行一个极其勤勉和专注的招聘流程。
指向原始笔记的链接
I think one well placed person is far better than four poorly placed people and that’s why I think one of the most overlooked but valuable skill sets for a founder is to run an extremely diligent and focused recruitment process.
—— Damien Lewke · [15:53]
因为当你只有六个人的时候，第七个人就是你业务的百分之十五。
指向原始笔记的链接
Because when you’re six people, that seventh person is, you know, fifteen percent of your business.
—— Damien Lewke · [16:08]
是的，百分之百。作为创始人，你的根本工作是两件事：第一，创造一个让人们感到被看见、被倾听、并被赋能去做出最佳工作的环境；第二，给业务降低风险。
指向原始笔记的链接
Yeah, a hundred percent, right? Your fundamental job as a founder is two things. Number one, create an environment where people feel seen, heard, and empowered to do their best work. And number two, to de-risk the business.
—— Damien Lewke · [20:24]
关键是，你要在业务还在增长、还有成长空间时把人请进来，而不是像「哦天哪，一切都坏了，请来修这些破烂」。
指向原始笔记的链接
the key is you want to bring them in at a time that the business is still growing and there’s room for growth versus like, oh my God, everything is broken. Please fix this brokenness.
—— Damien Lewke · [19:58]
把一封邮件发进虚空似乎很吓人，但人们比你想象的乐于接受得多，会给你三十分钟听你讲一个想法。
指向原始笔记的链接
It seems scary to send an email off into the void, but people are so much more receptive than you might think to give you thirty minutes of their time as you have an idea.
—— Damien Lewke · [25:04]
我们就会构建错误的产品。我们绝对会的，然后就得艰难转型、烧钱、做出艰难的抉择——而不是先摸清市场，感受一下它究竟是什么样子。
指向原始笔记的链接
We would have built the wrong solution. We absolutely would have and we would have had to hard pivot, burn money, make some tough choices versus case the market, get a flavor for what that actually is.
—— Damien Lewke · [30:41]
我会挑战一句，尤其在早期：如果某人不愿意每周给你三十分钟，他们到底有多在意你正在解决的问题？
指向原始笔记的链接
And I would challenge, especially early on, if someone is not willing to give you thirty minutes a week. How much do they really value the problem you’re solving?
—— Damien Lewke · [37:17]
我想达到一个收入是毫无悬念、不用想的地步。因为最终，一旦你在创业公司里踏上了收入的列车，你就得开始规模化。
指向原始笔记的链接
I wanted to get to a point where the revenue was a slam dunk and no brainer. Because ultimately, once you get on the revenue train in a startup, you got to start scaling.
—— Damien Lewke · [38:16]
对我来说关键的教训是：永远要有一个执行发起人，并且问他采购流程是什么。
指向原始笔记的链接
And the key learning for me was, always have an executive sponsor and ask him about the procurement process.
—— Damien Lewke · [45:01]
再说一次，早期阶段，人们投资的是你，因为他们信任你。你有责任做到真诚，并建立真正的关系。
指向原始笔记的链接
Again, early stage, people are investing in you because they trust you. It is your responsibility to be genuine and build real relationships.
—— Damien Lewke · [47:17]
② 出现在这些集
1 集
③ 他谈到的
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