Some general examples of things I did include growing for the sake of getting bigger, but not necessarily better. I measured success in terms of externally visible factors like number of employees, and how fancy our offices were. As a result, I burned cash that would have been better spent on improving the less visible (but critical) things such as project management systems and training. For example, we spent about $50k on furniture out of a funding round of $500k one time. It looked nice. It was very sturdy. I felt important sitting behind the big wraparound desk in my office. But it didn’t really advance the company. It just advanced my ego. That’s the sort of thing I’m talking about.