I was leading the whole team, but once we got past 25 people, you can't do that. And so I made a series of classic mistakes in hiring. And not building a good middle management structure. And not recruiting a board that could help me build the company. Big mistakes in picking a successor, big mistakes in having an undisciplined product strategy-I was much more interested in having distinctive, innovative products and thinking about what would make sense for a product line for our business overall-and big mistakes in expanding too fast and not having discipline about what we were doing.
