This footnote was what got me: > [1] The more diplomatic way of phrasing this statement would be to say that experienced C-level execs are often very skilled at managing up. And I don't think anyone with knowledge of this world would dispute that.

I've not founded startups. I just work in them. I'm not even a terribly important worker. AI bots are absolutely coming for my job.

But this is when I know a company has left "actually a startup" mode in the way that I can enjoy it and thrive in it, and when it's transitioned to "a growing, professionalizing company" mode, in which I wish them the best, but GTFO because I hate working in companies like that:

As soon as there are three layers of management between me and the CEO, all of whose roles primarily require them to prove that they are somehow "managing" my work, even though they don't have the first clue how to do my work, the company isn't in its startup stage anymore. It's a whole different kind of company, and not one I choose to stay in. I just go find somewhere else to help get to that stage.

"Professional managers" and "startups" are incompatible. Startups have to be able to move and pivot so fast that there's no use for a "manager" who doesn't actually know how to do the work of those they manage. They're going to be called on to fill in for those people far too frequently. They're dead weight if all they know how to do is "manage."

There is eventually a stage when you want those people, but trying to move to it too early, around your C or D when the VCs are telling you that you should, is fatal. Everyone who made the existing thing good is going to get crowded out by sycophants who don't have the deep cultural knowledge of and commitment to your product. All they know how to do is blow smoke up the right skirts at the right times.