Employees prove an idea on nights and weekends first, then earn more resources as it moves to beta and version one. It was how we kept HubSpot a large-scale startup.

The CEO playbook I grew up with is getting torn up, so I started a podcast about how startup founders turn into scale-up CEOs. I interview friends on that journey, from Anton at Lovable to David Solomon at Goldman Sachs.

Almost everything I do at Sequoia is coaching other CEOs, mostly at startups going through the same journey HubSpot went through. I made a lot of mistakes, and this feels like giving something back to the universe.

Everyone I talked to about climate was depressed, except the oceanographers at Woods Hole. We started Propeller with them as a $100 million fund, ran our first Ocean MBA at MIT, and announced our first 14 investments.

I went off a cliff in Vermont on a freezing night and no one knew where I was. Lying on that mountain I told myself if I lived I'd change some stuff, and it led to promoting Yamini Rangan to CEO of HubSpot.

Dharmesh and I built HubSpot for SMBs, even when every initial investor told us not to. I was CEO for 15 years, as we grew to 7,000 employees.

I bought it at a charity auction, and I consider myself its steward. Dead and Co has played it, and so have plenty of cover bands. I'm taking care of it for the Deadheads.

I was an MBA student at Sloan in 2005 when I met Dharmesh, I think in the classroom next door to where I teach now. We started HubSpot right out of school.

I was basically PTC's first inside sales rep, and they moved me to Asia to start it, where I worked up to SVP of the Pacific Rim. At Groove Networks I learned how a product company works before Microsoft bought it.

Dharmesh and I wrote Inbound Marketing on the idea that people block marketing that interrupts them, so you should give them something useful instead. By July 2011 it had sold 40,000 copies in nine languages.

I was born and raised in Westwood and went to public school there, which is a rarity among CEOs these days.

David Meerman Scott and I wrote Marketing Lessons from the Grateful Dead about the most counterintuitive band and business model there is. I also co-authored a Harvard Business Review case study on the group.

Employees prove an idea on nights and weekends first, then earn more resources as it moves to beta and version one. It was how we kept HubSpot a large-scale startup.

The CEO playbook I grew up with is getting torn up, so I started a podcast about how startup founders turn into scale-up CEOs. I interview friends on that journey, from Anton at Lovable to David Solomon at Goldman Sachs.

Almost everything I do at Sequoia is coaching other CEOs, mostly at startups going through the same journey HubSpot went through. I made a lot of mistakes, and this feels like giving something back to the universe.

Everyone I talked to about climate was depressed, except the oceanographers at Woods Hole. We started Propeller with them as a $100 million fund, ran our first Ocean MBA at MIT, and announced our first 14 investments.

I went off a cliff in Vermont on a freezing night and no one knew where I was. Lying on that mountain I told myself if I lived I'd change some stuff, and it led to promoting Yamini Rangan to CEO of HubSpot.

Dharmesh and I built HubSpot for SMBs, even when every initial investor told us not to. I was CEO for 15 years, as we grew to 7,000 employees.

I bought it at a charity auction, and I consider myself its steward. Dead and Co has played it, and so have plenty of cover bands. I'm taking care of it for the Deadheads.

I was an MBA student at Sloan in 2005 when I met Dharmesh, I think in the classroom next door to where I teach now. We started HubSpot right out of school.

I was basically PTC's first inside sales rep, and they moved me to Asia to start it, where I worked up to SVP of the Pacific Rim. At Groove Networks I learned how a product company works before Microsoft bought it.

Dharmesh and I wrote Inbound Marketing on the idea that people block marketing that interrupts them, so you should give them something useful instead. By July 2011 it had sold 40,000 copies in nine languages.

I was born and raised in Westwood and went to public school there, which is a rarity among CEOs these days.

David Meerman Scott and I wrote Marketing Lessons from the Grateful Dead about the most counterintuitive band and business model there is. I also co-authored a Harvard Business Review case study on the group.