Marc Randolph

Here’s the thing about startups: sh*t happens. Not “sometimes.” Constantly. Markets crash. Deals fall apart at the last second. The one person who knew where the bodies were buried quits without warning. A platform changes a rule. A regulator wakes up cranky. And that’s just a normal Tuesday.

Make quick decisions based on light data - just don’t do the stuff you’ve already seen doesn’t work.

Here’s something I’ve noticed — with creative work, with first-time founders, with anyone who’s been sitting on an idea waiting for the right moment: the moment you just start doing the work, something changes.

The future doesn’t care about the past. If you want your company to succeed, you have to have the confidence to take a bet on its future, and to take a bet on your own.

Remember.... @pmarca is a VC. His job is to optimize for ROI and outsized business outcomes. From that vantage point, it’s completely understandable that he’d favor relentless external execution over introspection. Investors are paid to care about scale and returns, not whether the founder has a balanced family life or feels aligned with their deeper values. My view is different. Not because I think ambition is bad, but because I think success that costs you everything else is too expensive. And to be clear, I’m not claiming I’ve found the single best way to maximize wealth. There are plenty of entrepreneurs who’ve had equal or greater financial success than I have. That’s not the point I’m trying to make. What I am trying to show is that it is possible to build something financially successful and still have a life. You can care about your customers because their pain reflects your own. You can build with intensity and still stay human. To me, I don't see that as a compromise. In fact, it's the real win.

@ronaldgwayne @FastCompany Congratulations!

Hard to believe it’s been 50 years since the three of us signed Apple into existence. The Apple‑1 and Apple II were just the beginning, and watching the journey since has been extraordinary. Proud to have played my part. #Apple50 @FastCompany

By the way, it's perfectly fine for an employee to have "traditional job thinking" even while working at a startup. Not everyone needs to be taking a bet. And it's not even about risk tolerance - it's about where they are in their life at that point and what's important to them.

Here's a list of books I've likely lately... substack.com/home/post/p-18…

I have a rule that if a book hasn’t grabbed me in the first twenty or thirty pages, I’m done. Too many books in the world to white-knuckle your way through one that isn’t working.

I don't want to hear about your business plan. I want to see what you've done to make it a reality.

@jpshipped It's a story on Elyn R. Saks. A USC law professor’s that had schizophrenia while building an amazing career, quite interesting.

@marcrandolph the schizophrenia memoir is kinda wack. why are you reading it? 😂

Every December, the celebrity book lists start rolling in. I dread it. Everyone turns to me and asks: “So Marc, what are you reading?” So, here's some of my recent reads: - A book about dog shows (cried) - A Formula 1 design memoir - A schizophrenia memoir Make of that what you will.

The full list of the last 10 books I've read. In the order I read them. Because that’s the only order I have. @marcrandolph/note/p-188677307" target="_blank" rel="nofollow noopener">substack.com/@marcrandolph/…

If you want to be rich, don't join a startup.

When Reed asked me to step down as CEO, it was tough but likely one of the best decisions. I loved the chaos of building from scratch, but Reed thrived on structure and discipline. I’ll never forget him opening his laptop and saying: “Marc, I’ve been thinking a lot about the future. And I’m worried. … I’m worried about us. Actually, I’m worried about you. About your judgment.” Hearing that stung. Handing over the reins hurt my ego (for a moment), but it saved the company. If I’d held on, Netflix might never have grown past those early years.

The downside of “experience” is that once you think you know how something works, it’s a mental shortcut to jump right to the answer. But that leaves you vulnerable to applying old solutions to new problems. My workaround is to constantly be trying out new things, new methods, and throwing myself into things I don’t understand well.

One of the most common questions I get from first-time founders: should I find a co-founder before I start? My answer is always the same — yes, it's better to have one. A co-founder multiplies your force, broadens your expertise, and fills in your blind spots. But the most powerful reason is simpler than any of that: they're the only person who will truly understand what you're going through. No one else will. Now — and this matters — I said better, not necessary. Your odds of success are higher with a co-founder. But not having one shouldn't stop you from getting started. And don't get me wrong. Co-founders come with their own set of problems — maybe I'll do a post on that someday.

FYI. Every candidate- even the ones you knew in the first five minutes you weren’t going to hire, should be treated in a way that they leave the process wanting to still work for you. Besides being a sign that you have done right by them, it’s a great word of mouth for the ones you do want to hire.