Whoop

“At some point, it's probably close to 50 people, but definitely between 50 and a hundred people, the output of the organization becomes much more about the overall team than any singular, you know, effort you're making, or any singular contribution you're maki…”

“In general, I try to cut as much slack out of processes as possible. I think that as you grow and as you have more people in an organization, there's sort of this urge to focus Form more committees and form more meetings. And I think the more you can just cut …”

“There are certain individuals who we've seen one glass of alcohol can actually make them sleep better. It tends to get slippery from there, so two to three, three to four, then all of a sudden your sleep really should be disrupted.”

“And the key to getting these high profile people is often finding someone in their life who's more influential to them than other people realize, and for the most part is somewhat unknown. And in the case of Professional athletes that often turns out to be the…”

“I think chaos is actually just sort of a normal and healthy feeling for a startup to be in, and I think the faster you're growing and even the more successful you are, the more chaotic it can feel.”

“I think that over time, you'll see us moving much more directly into the core healthcare world and interacting with doctors and medical professionals”

“Well, I do think that's a goal that you should have for yourself as a founder as soon as possible. How quickly can I build a team to hire great people without me? How can I scale the mission or vision pitch as much as possible?”

“Now, personal trainer was also someone that we actually wanted to empower. We didn't want to disrupt, right? So we could have built technology that said, this is going to replace your trainer and this is going to replace your coach. But we were pretty mindful …”

“I wrote this paper in, in 2011 as a student called The Feedback Tool, Measuring Intensity, Recovery, and Sleep. Our three main metrics 10 years later are strain, recovery, and sleep.”

“One perfect example of that, which we just talked about, is having these high-profile athletes wearing our product twenty-four-seven without us paying them. You know, I said, we're not going to sponsor professional athletes. They're going to either use this te…”

“We had this hairy moment where we were transitioning from being a hardware business to being a subscription. That ended up being the right decision for the business, but it also demonstrated that we were Seven years in and hadn't quite found our business model…”

“And so I think for businesses that have that ambition where they're trying to build something that's never existed before, And frankly, it has a lot of existential technology risk, which our business certainly did early on. I do think raising a lot of capital …”

“In my case, John Capitalupo, who's our chief technology officer, who I met when he was 19, he dropped out of Harvard to build this business with me, and Aurelian Nikolai, who graduated the same year as me at Harvard, who's our lead mechanical engineer. You kno…”

“The first thing that you have to figure out, and this was a real challenge for me, is that your individual performance and the company's performance are two separate things.”

“The moment you lose trust in someone you're working directly with, it's important to have a conversation about why you've lost trust in them, and can they earn it back? I think generally speaking, if you've lost trust in someone who reports directly to you, or…”

“Like we're so proud to be in both, but sooner, you know, sooner has been a very quick journey. So if you look at like how lower, how much lower the dilution is, part of it is just how quick the momentum of that has been versus a whoop, which is hardware took a…”