If a product's future is unlikely to be remarkable - if you can't imagine a future in which people are once again fascinated by your product - it's time to realize that the game has changed. Instead of investing in a dying product, take profits and reinvest them in building something new.

The problem with competition is that it takes away the requirement to set your own path, to invent your own method, to find a new way.

The danger of the Web is that you can go from idea to public announcement in under ten minutes.

Canoeing was hard and scary, and the wind could blow you across the lake if you did it wrong. After a year of not doing it right, I could talk to people and get them to sit up straight, take different kinds of chances, to breathe differently, to engage in the moment in the boat. And I changed them, and I changed me in the process.

I originally invested in Dropcam because I foresaw what the company and their products could do for consumers and the industry. I've been deeply impressed with what they've done in such little time, and I'm confident that they'll continue to exceed my expectations.

I've summarized dozens of books in my literary career; it's become rather second nature.

I am an entrepreneur in the classic mold. No matter what I do - outside of sticking my tongue out - I tend to make money, and quite a bit in non-KISS stuff.

With the premise that we look for technical co-founders to run a company, I view myself as being a coach to that technical co-founder. I can help them with their business issues, with the growth issues of taking a company from a very early stage to something much larger.