Founders often get stuck endlessly perfecting a product, believing it must be flawless before launch. This is a fallacy, as "perfection" is subjective. The correct approach is to launch early and iterate based on real market feedback, as there is no perfect time to start.

Figma's founder, Dylan Field, admits he was a poor manager initially. His solution was to hire experienced leaders he could learn from directly, like his first director of engineering. This flips the traditional hiring dynamic; instead of hiring subordinates, insecure founders should hire mentors who can teach them essential skills and push the company forward.

As startups hire and add structure, they create a natural pull towards slower, more organized processes—a 'slowness gravity'. This is the default state. Founders must consciously and continuously fight this tendency to maintain the high-velocity iteration that led to their initial success.

Resist hiring quickly after finding traction. Instead, 'hire painfully slowly' and assemble an initial 'MVP Crew' — a small, self-sufficient team with all skills needed to build, market, and sell the product end-to-end. This establishes a core DNA of speed and execution before scaling.

Despite Figma's massive success, Dylan Field considers their long pre-monetization period a mistake. The company started in 2012 but didn't earn its first revenue until 2017. He strongly advises founders against this path, emphasizing the need to ship and learn from the market more quickly.

A founder's retrospective analysis often reveals that delayed decisions were the correct ones, and the only regret is not acting sooner. Recognizing this pattern—that you rarely regret moving too fast—can serve as a powerful heuristic to trust your gut and accelerate decision-making, as inaction is often the biggest risk.