"I prefer 'just enough process.'" — Lots of people, probably It might seem odd for a startup founder to have a "Process" section, but I think it's important! Even a brand new startup has a highly repeatable playbook it must follow for getting off the starting line: Have a strong theory or (better) some proof of product-market fit Assemble your build environment (source control, build/stage/deploy, analytics, DevOps, MLOps, etc.) Accumulate SaaS stack (office apps, chat, payroll, ATS, design, user testing, product support, etc.) Write down and publish company values Create an onboarding routine that captures 1-4 for every new hire …there can be more, but this is a start. Process is not a dirty word. It doesn't have to be a hindrance to innovation. Properly applied, it's an accelerant. OKRs are well-documented as a goal-setting approach for cross-functional alignment. I found them very helpful at Google, both individually and to help myself position within the company. But I think they're impossible to apply during at least the first year of any startup. For startups, you are better served applying process 'products' like the Design Sprint to validate new product designs quickly and at low cost (I've facilitated them while at every company since AngelList, 2014). Additionally, identify your passionate superusers early on, and make them part of an inner circle. Give them added access to your team and feature roadmap. Send them t-shirts and other swag. They may help save your business several times over. For larger companies, the Design Sprint still applies! But the process I am likely to bring to a larger organization is how to apply my instincts for crafting a compelling product mission to an existing organizational culture by selectively complying with and challenging conventional wisdom.

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