Entrepreneurs who thrived during past downturns (like 2008) often become complacent. With higher overhead and a more comfortable lifestyle, they are less willing to do the hard, uncomfortable work required to win in a new down market, creating an opportunity for hungrier competitors.

Top board member Alfred Lin provides counter-cyclical mentorship. He champions the company during tough times to boost morale and plays devil's advocate during success to prevent complacency. This keeps founders grounded and forces nuanced thinking about trade-offs.

The most effective operators, dubbed 'dolphins,' can fluidly move between altitudes: operating strategically at 10,000 feet with founders, managing at 5,000 feet, and executing tactically in the weeds at 1,000 feet. This ability to oscillate is a key trait to hire for, especially in advisory or early-stage leadership roles.

The best time to launch a company is at the bottom of a recession. Key inputs like talent and real estate are cheap, which enforces extreme financial discipline. If a business can survive this environment, it emerges as a lean, resilient "fighting machine" perfectly positioned to capture upside when the market recovers.

To maintain an exceptionally high talent bar while scaling, Coinbase's top two executives personally review a detailed packet for every prospective employee. They retain the right to veto any hire, demonstrating an extreme commitment to talent quality over speed.

Contrary to narratives of instability-driven fear, a survey by Chief reveals senior women are energized by market disruption. They see it as an opportunity for bolder career moves and self-directed paths, breaking from the traditional, rigid corporate ladder.

CEO Vlad Tenev considers 2022 the "refounding" of Robinhood. The business model strategically shifted from catering primarily to first-time investors to focusing on more sophisticated, resilient active traders. This pivot drove a 5x increase in product velocity (from one to five major new products per year) and built a more cycle-agnostic business.

High-growth companies create a virtuous cycle for talent. The faster a company grows, the more career advancement opportunities it creates, which attracts the best people. This influx of A-players then accelerates growth further. Conversely, stagnation creates a vicious cycle, repelling top candidates and making growth harder to achieve.