# Founders Published articles for Founders. This is one page of public article previews, not the complete archive. Follow Next page to continue. Summaries are not the original full articles. ## How to Get Free Traffic to Your Website in 2026: The Complete Free-to-Paid Growth Playbook DevFeed: [How to Get Free Traffic to Your Website in 2026: The Complete Free-to-Paid Growth Playbook]() Original publisher: [Read original article]() Author: iHateReading Published: 2026-09-10T12:46:02Z Content type: tutorial Language: en Sources: [iHateReading]() Topics: [Website](), [Software as a service]() Tags: [2026](), [backend](), [blockchain](), [coding](), [development](), [founders](), [frontend](), [growth](), [guide](), [how-to](), [how-to-get-free-traffic-to-your-website-in-2026-the-complete-free-to-paid-growth-playbook](), [ihatereading](), [javascript](), [marketing](), [node-js](), [product](), [programming](), [react](), [seo](), [seo-traffic-growth-founders-marketing](), [traffic](), [typescript](), [web-development](), [website]() ### AI overview A guide to getting free website traffic in 2026 and moving from free acquisition methods toward paid growth. ### Source excerpt ree SaaS directories to submit for free 2026, Reddit marketing for startups without ads, Hacker News Show HN launch guide, Dev.to article distribution for deve... ## Rethinking Leadership in B2B SaaS: Lessons from Self-Managing Organizations DevFeed: [Rethinking Leadership in B2B SaaS: Lessons from Self-Managing Organizations]() Original publisher: [Read original article]() Author: tobi@techunicorn.builders (Tobias Mende) Published: 2025-06-27T05:00:00Z Content type: opinion Language: en Sources: [Tobias Mende]() Topics: [Software as a service](), [scaling](), [structure](), [trust]() Tags: [b2b](), [collaboration](), [culture-leadership-decision-making-delegation-organizational-design](), [founders](), [leadership](), [saas](), [scaling](), [self-organizing](), [teams](), [trust]() ### AI overview An opinion article applies lessons from self-managing organizations such as Buurtzorg and Viisi to B2B SaaS teams. It argues that trust can be supported by clear roles, peer accountability, and shared expectations, and that role-based structures may help teams experiment and operate with less founder involvement. ### Source excerpt Rethinking Leadership in B2B SaaS: Lessons from Self-Managing Organizations Two months ago, I joined the Corporate Rebels Masterclass - a hands-on exploration of how pioneering companies like Buurtzorg, Haier, Viisi, and others approach leadership, structure, and collaboration. These aren't companies tinkering at the edges. They've built entire systems that challenge our default assumptions about how work should be organized. ## The Leadership Dilemma - When Times Change and Generations Collide DevFeed: [The Leadership Dilemma - When Times Change and Generations Collide]() Original publisher: [Read original article]() Author: tobi@techunicorn.builders (Tobias Mende) Published: 2025-03-01T05:00:00Z Content type: opinion Language: en Sources: [Tobias Mende]() Topics: [decision-making](), [FIRST]() Tags: [decision-making](), [founders](), [leadership](), [leadership-culture-decision-making-generational-differences-coaching](), [organization](), [startups]() ### AI overview The article argues that founders may apply leadership assumptions shaped by older workplace models even as organizations and younger employees increasingly value autonomy, impact, purpose, and inspiration. It focuses on decision-making problems, including evaluating decisions by outcomes, fear of poor results, and top-down interventions that can increase organizational dependency. ### Source excerpt The Leadership Dilemma - When Times Change and Generations Collide Your leadership style is heavily influenced by the leadership you have experienced yourself. The way how you run and build a company is the result of the companies you have worked in, your experiences, and your considerations. ## Head of Engineering vs VP vs CTO DevFeed: [Head of Engineering vs VP vs CTO]() Original publisher: [Read original article]() Author: Pedro Gil Carvalho Published: 2023-07-21T12:05:21Z Content type: opinion Language: en Sources: [Pedro Gil Carvalho]() Topics: [structure](), [Job]() Tags: [developers](), [engineering](), [executive](), [executive-leadership](), [founders](), [growth](), [hiring](), [leadership](), [management](), [organizational-structure]() ### AI overview An analysis of how CTO, Head of Engineering, and VP of Engineering roles vary across companies and change as technology organizations grow. It discusses the division between strategic, founder-facing leadership and execution-focused engineering management. ### Source excerpt In my previous issue I went over entry-level leadership roles. Today I'll try to disambiguate the three most common senior ones. ## Guidance for Scaling - Reversible vs. Irreversible Decisions DevFeed: [Guidance for Scaling - Reversible vs. Irreversible Decisions]() Original publisher: [Read original article]() Author: Map Published: 2021-12-29T21:30:56Z Content type: opinion Language: en Sources: [Craig Kerstiens]() Topics: [scaling](), [Product Management]() Tags: [founders](), [growth](), [hiring](), [leadership](), [philosophies](), [scaling]() ### AI overview The article advises founders to empower newly hired functional leaders instead of micromanaging them. It recommends clearly communicating priorities and distinguishing reversible decisions from irreversible ones while scaling a business. ### Source excerpt Was having a conversation with a founder earlier today and the topic of hiring functional leaders came up. I offered one of my common pieces of advice which was don't hold the reins too tightly once you hire them. It's something I see happen over and over to first time founders. You hire a new VP of Product and then still continue to oversee so much of the product process yourself. It is understandable, it's your baby, you've spent years building it to this point, they don't love it the same way you do. The likely outcome is your new VP of product won't find success. They'll feel they're not able to execute on a vision of their own. They'll feel micromanaged. Even the smallest decisions they'll feel aren't fully theirs and get second guessed. Perhaps you could do it better, that's not necessarily the question. What you're focused on is growing and scaling, this is the reason you hired them. So how do you do this without the business careening off tracks? Well first, empower them to make decisions, but beyond that there are a few things you can do so you feel more comfortable entrusting them with their functional area. Communication is key First, clearly communicate your priorities and thought process. This doesn't mean tell them what to do, but priorities... Bob Iger states it as "You have to convey your priorities clearly and repeatedly. In my experience, it's what separates great managers from the rest". I couldn't immediately find the reference, but recall reading that he started each week with his execs communicating his top 5 priorities across the company. This gives you a line of sight into the leadership's thinking. This could be as simple as: I'm worried about our pipeline for next year I'm worried about retention and how it affects long term growth I'm worried that we have the tech stack to scale for next 3 years Something similar to that last one came up in the conversation, which led us down a brief conversation of reversibles and irreversibles. In product ## Architecture and Gardening for Startups DevFeed: [Architecture and Gardening for Startups]() Original publisher: [Read original article]() Published: 2021-06-03T00:00:00Z Content type: opinion Language: en Sources: [Radek Pazdera]() Topics: [Framework](), [App](), [Software](), [coding]() Tags: [approach](), [architecture](), [building-products](), [discovery](), [experiments](), [features](), [founders](), [product](), [software](), [startups](), [strategy]() ### AI overview The article applies George R. R. Martin's distinction between architects and gardeners to startup product development. It argues that founders need an architect mindset before launch to form and build a solution, then a gardener mindset after launch to discover what works through listening, tinkering, customer conversations, and experiments instead of focusing only on adding features. ### Source excerpt What George R. R. Martin taught me about building products