Titus argues there's no such thing as a "large initiative." Instead, big achievements are the cumulative result of thousands of small, well-executed tasks. This "flywheel" effect, starting with tangible small wins, builds momentum and mindshare for larger strategic goals.

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.

True agility isn't just about sprints; it's psychological. By breaking massive projects into minimal viable products (MVPs) or small features, the team creates a steady stream of "quick wins." This builds a sense of progress and happiness—a "dopamine type of reward"—that keeps the wheel of innovation turning and prevents teams from getting bogged down.

When you're the only resource, you must be ruthless. You only build what is absolutely necessary to solve your own immediate problems. This eliminates stakeholder noise and "nice-to-have" features, teaching the purest form of MVP-driven prioritization where every feature must be critical.

Early in a PM career, credibility is built faster by executing quickly and demonstrating a clear link to business revenue, rather than trying to come up with the most innovative ideas. Understanding how the business makes money is paramount for new PMs.

Founders embrace the MVP for their initial product but often abandon this lean approach for subsequent features, treating each new development as a major project requiring perfection. Maintaining high velocity requires applying an iterative, MVP-level approach to every single feature and launch, not just the first one.

To bridge the gap between a product's long-term vision and its current state, focus on "progress, not perfection." Deliver a quick, meaningful win for the customer—like a single workflow or integration—to build the trust and momentum needed for them to stay invested in the unfolding roadmap.

Leaders returning from conferences with many new ideas often overwhelm their teams by trying to implement everything at once. A better approach is to prioritize the single most impactful initiative, plan it meticulously, and launch it successfully before moving to the next one.

PMs at founder-led startups often fail to gain influence by jumping straight to strategy. The key is to first earn deep credibility by mastering the product, its customers, and the business. Only after you've demonstrated this command will a founder trust your strategic instincts. Don't skip the tactical work of earning your seat at the table.