It's all business. We get down there, we eat, get your meetings, go to bed, get up and play ball.

We have written letters to the principal, Dr Claude Packer, followed by petitions, meetings and silent protests, and they promised to discuss it in board meetings, two years now, but no response.

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn’t matter if you’re 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

The odds are against us and the situation is grim.

One of the advantages of being Captain is being able to ask for advice without necessarily having to take it.

The idea there is to actually bring in cameras to go behind the scenes in some key decision-making meetings and product reviews.