Viktor's Weekly Newsletter

The rewards for being the best at something are exponentially greater than being ok at many things. If you've been in business for a couple of years, you’ve probably heard this over and over again in the context of product strategy. But here's what's interesting - these same companies who get it right in terms of strategy can completely miss this principle when it comes to their people.

The team didn’t need me to tell them how to build features. They needed to understand why we were building them in the first place. And as I removed myself from the day-to-day operations, the team started moving faster.

Throughout a startup's journey, the role of the CTO goes through four different stages, and each stage requires different types of leadership. Knowing what stage you are in and where the focus should lie is key for both CTO and founder.

Most people intuitively understand that you need to take breaks when it comes to physical performance. Yet there are leaders who don’t think their teams need to pause to take a breath.

Today I turn 39, and I am less certain than ever. I've built companies, led teams, invested in startups, and done more self-work than my 19-year-old self could have imagined. Yet with each passing year, it becomes clearer how much I don’t know. And surprisingly, this uncertainty brings more comfort than certainty ever did.