THE DICHOTOMY OF THE SHORT AND THE LONG TERM
You are ambitious. You want to make a dent. Your company has set the bar high. Your product will solve a real problem and make things better. You build what matters.
All this takes time. Which means that you need to balance your long-term plans with the need to survive (and make it to the finish line).
Too many companies lose themselves in the struggle between short-term revenue and long-term ambitions. They either never find a way to bridge the short-term and run out of money or they lose sight of their ambitions while being in the grind.
Building for the long-term means you make very different decisions. Every decision you make in the short-term needs to pass the litmus test of “will it strengthen us in the long-term”. When you take on a project which is not directly related to your long-term ambitions but will bring in money — unless the survival of your company is on the line — figure out if it supports in one way or another your long-term goals. That consulting project you got offered? Does it provide insights for you which matter for your goals? The code someone asks you to write — can you use parts of it for the thing you really want to build?
Build the company and make decisions as though you will be running the company forever.
Build What Matters.