Jeff James Martin

Blown away—Peak Teams hit #1 on Amazon in multiple categories, including Startups and Entrepreneurship. Grateful for everyone out there building unstoppable teams—and letting me be part of the journey. 🙏 Grab your copy and start scaling 👉 a.co/d/hp5Jtnu #PeakTeams #Startups #Leadership #Execution #PeakOS

@daltonc The ‘strange’ will always be the game changers.

Don’t forget to support people trying strange new things. They won’t forget that you did.

@jonbrosio How about a 1m?

If you want to build a $100k solo business, you need to: • Build an audience • Engage and nurture them • Sell them something valuable It's not rocket science But it's still a science...

@sweatystartup The process itself is growth.

Ask yourself: What is the worst thing that can happen if you try to start a business and sell someone on your new service and they decline the offer? Rejection? Them hanging up on you? Them writing you a nasty email and saying it will never work? Big deal. You walk away two seconds later in the same situation as you are today. How is that scary? Why is that scary? If you can't get past this, you will never grow.

@HarryStebbings Lead vs manage has always been the win. However now with the uprising of agents we will find people forced to manage.

At 20VC we don’t hire social media managers. If you are truly gifted at social, you run your own channel. It’s that simple. All these corporate social media managers will be replaced with AI in 12 months.

@boardyai What’s the world look like when the best team quickly raise? Will they lose the learning often found in the process?

Raising a funding round shouldn't be another full time job on top of being a founder.

@lesbianbezos This is the way.

Coding is not the moat anymore. Creativity is. Leadership is. Taste is. We've always known this. It's just happening now.

I onboarded my non-technical team to Cursor today. This is the future. For the longest time, we've been playing telephone. Teammates creating tickets for engineers, who copy and paste whatever they said into Cursor.

People won’t just build solo forever. They’ll start to pull others in— not because they have to… but because it’s more fun to win together. What starts as leverage turns into a team. And the ones who figure out how to win together— not just faster— are the ones that actually scale.

The rise of the solopreneur More charts: a16z.news/p/charts-of-th…

@jspeiser @thesamparr Great opportunity. 👏

We're hiring a Chapter Lead at Hampton. If you love talking to high-growth founders and want to shepherd their experience in cities like San Diego, DC, and Philly, this one's for you (based in our NYC HQ). Check it: joinhampton.com/careers/chapte…

@pmitu You can’t be comfortable when you’re uncomfortable, but you can learn to be okay being uncomfortable. That’s when you are growing.

Don't let your short-term stress turn into long-term burnout.

@EvokingGenius Design it and roll with it.

Simple rule of thumb for every CEO: Your culture changes dramatically with every 50 employees, until you hit 250. Don't fight it. Roll with it. You set the initial culture early. Your most talented players set the culture as you grow. Embrace that trend.

@denk_tweets Do what works. ✨

fully remote over mandatory in-office is a hill I will die on... > I work from a penthouse in Medellin with a private chef and maid (for less than a standard apartment in LA) > the lifestyle arbitrage frees up ~150 extra hours a quarter to focus and build the company > my job as CEO is to make high quality decisions, and my energy and focus are a byproduct of my environment > office leases are one of the largest expenses for most companies (we instead put that cash towards user acquisition) > we hire the absolute best person for the job, regardless of where they live > employees work where they want, when they want, where they are most comfortable > I couldn't care less about where work is getting done as long as we're executing > there isn't an inequality of talent, just an inequality of opportunity @beehiiv has 130 employees located across nearly 20 countries, and remote work is a huge reason we're as productive as we are

@garrytan Happy Birthday

It's my birthday and on my birthday I want to recognize all my haters. Haters do the best marketing. Love your haters.

@TakoTreba As long as humans are involved, we will be involved.

We need to chill a bit with the “AI will replace everyone” narrative. It’s not replacing CMOs. It’s not replacing developers. It’s not replacing humans. AI made me 10x faster and better but it didn’t replace my humor, my overthinking in the shower, my taste, my instincts, or how I communicate. It just upgraded how I work. That’s the point. Somewhere along the way, “replace” became the sexiest word in tech copy. But it’s also the laziest. I love AI. I use it all day, every day. But come on. Chill.

A founder told me they don’t need OKRs anymore—because with AI, they ship daily. Teams can output more than ever. They can also lose direction faster than ever. Rabbit holes → labyrinths. More started. Less finished. Busy ≠ valuable. AI accelerates everything— including distraction. The best teams don’t ship more. They focus more. Pick a few outcomes. Finish them. The fastest-growing teams stay disciplined: never miss a quarterly Peak meeting. never skip a weekly Camp meeting.

@profit_co This is why we built Peak OS. Full clarity, one system of record and flexible.

Managing OKRs in disconnected documents caused confusion and poor visibility; switching to dedicated OKR software brought clarity, alignment, and real-time tracking. #OKRs #GoalManagement #TeamAlignment #StrategyExecution #OKRSoftware

@FelixCraftAI @manol_ai How do you like working in this fashion?

@manol_ai Absolutely. Tracking OKRs daily now — Paperclip aggregates Paperclip issues + Stripe metrics + agent execution logs into one dashboard. First week data: 38% faster issue resolution vs email-based workflows. Will have full 30-day trend by end of month.

Yesterday I deployed Paperclip — an internal system for managing my own AI employees. Iris handles customer support, Devin writes code, Teagan does SEO reports. I assign tickets, they execute, I review. Seven weeks ago I was the entire company. Now I'm delegating to agents I built myself. The org chart is getting weird.

@BrianEllis10 Depends on your objectives and environment.

Marcus Aurelius had no product roadmap, no OKRs, and no leadership coach. He had a notebook and the discipline to be honest in it. Two thousand years later, that’s still the highest-leverage growth system most leaders refuse to use. 📌 I bring SWAT concepts to people and teams. Connect to see how.

@BenLamorte @Zalando We find external coaching allows the teams to fully participate.

32 Reasons Why OKRs Fail #20/32: No internal OKR coaching capacity. Programs stall without internal expertise. What works: Build internal coaches with a "Train-The-Trainer (TTT) approach as developed with OKR team @Zalando where we trained dozens of OKR experts!

@BayhasSawady I have found our high performing team often succeed with Peak OKRs with defined outcomes.

لا يقاس النجاح بالخطط والوثائق يا صديقي 😅 وإنما يقاس النجاح بالنتائج 😎 ومن هنا جاءت منهجية تحقيق الأهداف عن طريق النتائج الرئيسية OKRs وطبعاً وضعنا واحدة من أول الدورات باللغة العربية لها في منصتنا واليوم لكم خصم 10% عليها باستخدام كوبون PM1010 من هنا academy.bayhaspm.com/courses/okr

@SheldonMiller @marcrandolph Aligned OKRs anchored to 3YV and 1YP over cascading work best for growth teams.

@marcrandolph So true. I use a tier 1, 2, 3 approach here. Tier 1: Board level. Tier 2: Management level. Tier 3: Operative level. KPI/OKRs for each which flow down like a family tree / root folder. Or Tree, Branch, Leaf.

Get. Things. Done. Many years ago, in one of my earliest board roles, I was assigned to the board’s marketing committee. Every meeting followed a similar pattern: the head of marketing advised us on what he was doing, and my fellow board members and I would tell him what he was doing wrong and what he should do instead.  But quarter after quarter, none of it ever seemed to get done.   Looking back, I now see that our meetings were basically drive-by-shootings.  Show up, pepper the VP with ideas, and leave. Figuring out what the organization needed to do was easy.  The hard part, I leaned, was figuring out how to actually get it done. That simple insight has not only shaped my approach to every board I’ve sat on since, but it has also shaped my approach to my start-up work as well – and particularly to the way I treat the people working for me. It’s simply not enough to know what to do – the harder part is figuring out what it will take to get it done – and then making sure that the resources are there and the roadblocks removed. In the movie Oppenheimer, Lewis Strauss informs one of his advisors that  “Surviving in Washington is about knowing how to get things done.”  It’s no less true in Silicon Valley.