Namely

“If you're not looking at the spreadsheet and only looking at kind of these softer, subjective, gut-oriented factors, you're going to miss FanDuel. You're going to miss Namely. You're going to miss Ipsy. You're going to miss some of the absolute best performing…”

“The company can never disclose why somebody left, but the individual who leaves, that's a lot of times, especially at a senior level, will leave it up to them as to how they describe why they're leaving.”

“I would say that there's a lot of advice that says just go do one thing and do it really well, and I've found that not to be true, at least in the kind of business that we're building. Just focus on your product and just do one thing well, and while I understa…”

“As much as possible, maybe not at the leadership level, but in the mid levels of the company, I think for every person you bring in from the outside, you want to try to promote somebody from within.”

“Our hardest role to hire for was the CTO position, without a doubt. We're an enterprise software company based in lower Manhattan of all places. There's not a lot of people who have built a multi-billion dollar enterprise software company and virtually all of …”

“I don't believe in recruiting surreptitiously in the background to fill a position. I believe in being upfront with the person that's here and Saying goodbye, and then going out and recruiting.”

“I think what I look for are people that can get us to 10 X more growth, right? There's people early on that will help you get to your first million in ARR revenue, and then you'll hire a next wave that'll get you from one to 10. And then you're looking for peo…”

“Even if we're going to add somebody or top somebody and we're going to bring in their boss, I'm very, very transparent and I'm very upfront with the person that's going to have a new boss and a new leader that they participate in the process.”

“It is absolutely essential for senior leadership hires that the board is involved, and that I include every board member speaks with and interviews our finalist candidates, and I need buy-in from them, just like I need buy-in from our leadership team, so they …”

“Once you get beyond 10, twenty million in revenue, somebody will actually come in, as you mentioned, Harry, and say, I'm going to take you to 200 or 300, but that's it, and then you'll need to make a change.”

“And I found time and time again, when I give people multiple things to do, it's a recipe for failure because the company's growing so fast that they will end up Just being spread too thin.”

“And I think the reality is if a CEO is a lifeguard, you can't save everybody, right? Some people actually do need to move on. And I think you need to be really, really careful About how much effort you have available to save people, to retain them, and be real…”