Fantastic piece, highlighting the many pitfalls on a high-growth startup. A question I have is the balance between vision and operations. A good chunk of your post focuses on the operational missteps at Pebble, but you seem to think that a good chunk of the issue lies in not having a long-term vision. Do you think that a better vision would have caused operations to fall into place, because of the shared vision of the team? Or, alternatively, do you believe that if you had had better operations, that would have given you space for a more expansive vision?

This tension between vision and operations is one I still haven't fully worked out myself, any insight would be welcome.