Arjun Kannan

@arj_shiv

Trying to build joyful teams,lasting companies,and useful products. Work: CTO , prev + some startups. ❤️:,product,👟,and ☕️.

New York, NY
Vrijeme pridruživanja: ožujak 2010.

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  1. Prikvačeni tweet
    21. pro 2019.

    2010s: 🇺🇸 Moved to 🔬 physics 👨‍💻won some hackathons at 🗽Moved to 💍🥰 📔Joined helping 15k+👨‍🎓s 📖> 300 books 👥Built some amazing teams 🇮🇹🇧🇲🇨🇦🇬🇧🇮🇳🇪🇸 traveled a bit Lots to learn. Humbled and excited for the 2020s!

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  2. prije 20 sati

    market > team > distribution > product has been a lesson I've learned repeatedly the last few years. nails why in this guide to investing in startups.

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  3. 2. velj
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  4. 1. velj

    Pet peeve - hearing it's "atypical" for CTOs to focus on culture/people "over" hard skills.

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  5. 30. sij

    I admire 's courage and the maturity this takes. We praise companies that show obstinacy in the lack of market fit, but we should be paying more attention to founders who make the hard decisions. good luck with your next move! You have a new fan :)

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  6. 30. sij

    Lastly - I'd be lying if I said I haven't resorted to this so I'm not throwing shade. Just trying to be a slightly better leader by being more conscious.

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  7. 30. sij

    In other words, there's money to be made if you can help people with homework :)

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  8. 30. sij

    Two cos. successfully monetizing student -> career transition: $1b ARR, ~900 FTE, $0 raised niche: device simulation hook: Matlab with education discount $50-100m ARR, ~800 FTE, $0 raised niche: computational engine hook: Wolfram Alpha for homework

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  9. 30. sij

    Corollary - the more you play "here are your marching orders", the more you surround yourself with soldiers looking for marching orders. Works great if you're running a team of people with repeatable jobs. Disaster if you want teams that can manage complex adaptive systems.

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  10. 30. sij

    Exec learning: You lose credibility every time you play the "I'm the leader" card. To a group of smart, motivated people. You're there to unblock, not to demand.

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  11. 28. sij

    I bring this up because I have been fortunate in my career - I was able to find pockets of non-linearity everywhere I went. I'm incredibly grateful to the people who took a chance on me.

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  12. 28. sij

    test for companies that want to retain people moving startups: if they expect non-linear output, do they also compensate non-linearly? i.e. no "great job growing sales 40% but you can't make VP because you're only 2 years in"?

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  13. 27. sij

    "Show don't tell" is as important to product as it is to movies but it's been a hard ideal to achieve until now - is a game changer!

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  14. 27. sij

    Shocked and saddened by Kobe's passing. I can't say that I followed Kobe - or basketball - closely, but his presence and persona cut across sporting barriers. What a way to go 😢

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  15. 26. sij

    ^ People in the Twitter-verse that I admire, would love to hear your approach here (and many others!)

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  16. 26. sij

    What compels you to follow someone on twitter? Inspired by 's 🧵- are there signals you now look for when deciding to follow someone that were initially non-obvious? Or is it simply the inverse of the signals given off by people you unfollow?

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  17. 25. sij

    Assuming good intent is a legit superpower. It makes everything better.

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  18. 24. sij

    Software development is like co-authoring a book with everyone else on your team while the story you're writing keeps changing.

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  19. 23. sij
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  20. 23. sij

    "Well, we have disrupted everything - let's disrupt VC, too" I think this sets a precedent. As numerous others - including - have spoken about, this was bound to happen and I'm excited to see this become a trend.

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  21. 22. sij

    Want to know who *really* drives a company's culture when it's small/mid size? Ask "who makes final decisions on comp?" a) managers - people driven b) HR - consensus driven c) finance - budget/ops driven Cheat code - share comp publicly (or within the org) 💪

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