The Exchanges

Q What does a day in the life of yours look like? I'm sure it's, uh, incredibly hectic, but what does it look like?

A I would say that first of all, right, that we got a bunch of meetings. So my day started roughly about eight. Normally I will check the emails in the morning to make sure that any important topics got covered, and I will have a series of meetings, I would say, 60, 70% internally, and then 20, 30% are externally for investors, media, all that, and internal meeting is more about setting the goals and align the team, and then the meeting goes all the way through 5:06 p.m., and I will have 30 minutes for a quick dinner, and then goes on with my team in China and in some APAC regions, and that goes on to roughly about 11 p.m., then I start to check the email, and I'll go to sleep at two. I've been doing this for 1520 years now, so it's not like new to me.

AI assessment note: “So my day started roughly about eight. Normally I will check the emails”

Q I do have to ask, I am too interested. You mentioned there the eight years with Tencent. How do you think that time impacted your maybe operating mentality today with Lime?

A Oh yeah, quite a bit, a lot. So Tencent is still one of the most respectful technology companies in the world, in my mind. There are many companies in the world, there are not many, that have achieved so far, and as well as building a really positive culture and impact. So I'll give you a few examples, tangible examples. At Tencent, we focus so much on user experience, and that's all it's about, right? We're here to serve the users, and the value of what we created need to be perceived by the user, and we don't do markings, as you could imagine, you know, as Lime, that we don't spend a penny on user acquisitions, and that's a reflection of learning and also culture that are inherited from the Tencent days, that we believe the best The best product is the best marketing itself to acquire users and have the user engage with the service versus the, uh, paid marketing. And same applies to a, what we call it is emotional touch. In addition to any utilities that a product should produce, that we also emphasize on what kind of positive emotion that we can generate it. You can use a mobility option to get from A to B, but also it's equally in Important are users enjoying that journey, right? You can jump on a really dirty and sometimes scary bus to get from A to B, or they can be on a scooter or a bike that are smiling all the way and feel the freedom of it.

AI assessment note: “we don't spend a penny on user acquisitions, and that's a reflection of learning”

Q many of your investors, and one real commonality in what we discussed was the incredible team that you've assembled from Joe Kraus, Lindsay Haswell, Lee Fan. I have to ask then, considering this phenomenal group of people that you have Together at Lime, how did you convince such an incredible cohort of individuals to join you over, you know, the many other options that they would have had in place?

A Vision and value. That is the key thing. When we look at the world-class players, that they have a lot of options, right? They have achieved a lot in their career and life. They have been accumulating experience and personal networks and trust and reputations and everything. So for all of my executives, Team members that pretty much none of them, the, uh, you know, really is like work for money type of person anymore, right? So for them, it's really about sharing the similar values as we do, and also seeing the same vision and passion about the impact we're making. So Lime as a company, we're mission-driven, for-profit company. So these two actually can work out, you know, really well together, uh, hand in hand. And I think the executive team, they are attracted by the vision to making our world, you know, cleaner, greener, healthier, and much more lovable in the future of cities. And they are then retained by the common values we share. So I think that is incredibly powerful. And using the Maslow's, what is called hierarchy of deeds, right, that they're on a higher hierarchy of the need. And I think they, at this point, it's not just about making some quick It's about how we as humans can make a positive impact in the societies and in the world we live in.

AI assessment note: “Vision and value. That is the key thing.”

Q Can I ask, when thinking about the innovations, what's the primary driver? Is it lowering the cost of the scooter itself, or is it actually improving the efficiency and performance of the scooter? How do you think about that balance between the two?

A Actually, it's more than that. In the hardware business, there's always a saying, right, that you can have all the advanced features and better user experience, or you can have the longest durability, right, in terms of, like, you know, how long did it last, or you can have lowest cost, but you cannot have three at a time. You can have two, so make your pick, right? You pick two, you combine them together, and that's the product you'll be aiming at, right? So we're trying to solve Three things at the same time, and that's a very challenging part of management, as well as the supply chain management issue that we have to deal with on a daily basis.

AI assessment note: “So we're trying to solve Three things at the same time”

Q I do have to ask, I am too interested. You mentioned there the eight years with Tencent. How do you think that time impacted your maybe operating mentality today with Lime?

A Oh yeah, quite a bit, a lot. So Tencent is still one of the most respectful technology companies in the world, in my mind. There are many companies in the world, there are not many, that have achieved so far, and as well as building a really positive culture and impact. So I'll give you a few examples, tangible examples. At Tencent, we focus so much on user experience, and that's all it's about, right? We're here to serve the users, and the value of what we created need to be perceived by the user, and we don't do markings, as you could imagine, you know, as Lime, that we don't spend a penny on user acquisitions, and that's a reflection of learning and also culture that are inherited from the Tencent days, that we believe the best The best product is the best marketing itself to acquire users and have the user engage with the service versus the, uh, paid marketing. And same applies to a, what we call it is emotional touch. In addition to any utilities that a product should produce, that we also emphasize on what kind of positive emotion that we can generate it. You can use a mobility option to get from A to B, but also it's equally in Important are users enjoying that journey, right? You can jump on a really dirty and sometimes scary bus to get from A to B, or they can be on a scooter or a bike that are smiling all the way and feel the freedom of it.

AI assessment note: “we don't spend a penny on user acquisitions, and that's a reflection of learning”

Q to hear. The final element before we move into the incredible team that you've built there, Brad, I do want to touch on is we mentioned kind of innovations within a How do you think about innovations within hardware? How do you see the actual Moore's law of hardware moving over the next three to five year or cycle for you in terms of the next chapter for the company?

A Yeah, totally. I think the one thing we are doing very different from our peers is that we started building our hardware team and doing the vertical integration started day one. And what it enabled us to do is in the last 12 months or so that we released Four major versions of the vehicles, and one generation after generation that we improve on the hardware itself based on the feedback we got, right? So four versions of hardware. Think about that. The typical hardware innovation cycle is two to five years, and we have changed the way, entire way of like how we, you know, using digital feedback loop and design and also manufacture and testing them, and that gives us a really competitive edge, and we're We'll be keep on doing that or however it takes, right? And it's really difficult on many different fronts in order to enable that. So we get to see our peers to catch up. And in the next few years, I think we have a long list of things that's coming that it will take a really long time to develop all the product features that we really wanted to, to provide to our users. If we use automobile industry as a Predicate that it takes the whole industry literally at 100 to 200 years to perfect the car. I don't see a reason that, you know, the scooter or the bikes or e-bikes that will be much shorter than that.

AI assessment note: “we released Four major versions of the vehicles, and one generation after generation”

Q Can I ask, when thinking about the innovations, what's the primary driver? Is it lowering the cost of the scooter itself, or is it actually improving the efficiency and performance of the scooter? How do you think about that balance between the two?

A Actually, it's more than that. In the hardware business, there's always a saying, right, that you can have all the advanced features and better user experience, or you can have the longest durability, right, in terms of, like, you know, how long did it last, or you can have lowest cost, but you cannot have three at a time. You can have two, so make your pick, right? You pick two, you combine them together, and that's the product you'll be aiming at, right? So we're trying to solve Three things at the same time, and that's a very challenging part of management, as well as the supply chain management issue that we have to deal with on a daily basis.

AI assessment note: “we're trying to solve Three things at the same time”

Q No, I mean, absolutely. I do have one subsequent question, though, and a lot of founders ask me, Harry, when is the right time to really assemble an exec team of incredible individuals? What would you advise young founders and founders in the earlier stages on when the right time is to start assembling that exec team?

A I think, you know, from two sides of the story, right, for the company is the earlier, the better, So you bring in the, uh, very unique set of experience as well as, uh, opinions. That's very valuable. Meanwhile, that the, the question more than often for a startup is different from a mature market. The question is when I am ready to attract great talents, they need a good platform. They need the clear ownership and they need a scope. So if we're not ready to attract that, That will be really not the right time, but if we attract them or bring them on too late, that we're not benefiting the most from their experiences. So for us, the way I look at it is that just imagine that a talent or a executive that imagine the team he or she will be managing 12 months from now. So therefore that you bring them on 12 months earlier and give them the opportunity to build that team over the course of 12 months and keep on running it. I think that's a healthy balance.

AI assessment note: “imagine the team he or she will be managing 12 months from now”

Q No, absolutely. I mean, speaking of alignment, it's an interesting word because I spoke to Sarah before the show and she told me about your incredible relationship with Toby. And so I can't not address this as the final question before the quick fire. What do you think makes you successful as co-founders that might be unique?

A Yeah, I think there are two things that make it very unique. The first of all is a long history of trust relationship. The trust relationship we built over the course of like eight, nine years before we started a company that really, really helped. And the trust relationship is built upon the common values, right? That if we don't share the same value, we'll never be trusting each other. And there is a saying that I like a lot. If you don't want to partner with someone For the life, you'd better not to partner with him or her for even a single day. And that's the principle that I hold as well. That if there's no trust in between, there's always second agenda, guesses, holdbacks, and all that. You'd better just better off not to partner at all. So I had a series of partners in the past of my career, right? Partnered with Toby on working on this. He used to work in my venture fund for about four years before that, and we know each other as alumni, and I was his mentor when he was in the business school. That helps significantly, and then, you know, when I co-founded my venture fund, me and my partner who is in China, we also have a similar level of trust, right? We're so far away, we're 6000 miles away from each other, and we're yet to need to rely on each other to make decisions that will put tens of millions into a company. So I think that trust builds, uh, the trust based on c…

AI assessment note: “The first of all is a long history of trust relationship.”

Q many of your investors, and one real commonality in what we discussed was the incredible team that you've assembled from Joe Kraus, Lindsay Haswell, Lee Fan. I have to ask then, considering this phenomenal group of people that you have Together at Lime, how did you convince such an incredible cohort of individuals to join you over, you know, the many other options that they would have had in place?

A Vision and value. That is the key thing. When we look at the world-class players, that they have a lot of options, right? They have achieved a lot in their career and life. They have been accumulating experience and personal networks and trust and reputations and everything. So for all of my executives, Team members that pretty much none of them, the, uh, you know, really is like work for money type of person anymore, right? So for them, it's really about sharing the similar values as we do, and also seeing the same vision and passion about the impact we're making. So Lime as a company, we're mission-driven, for-profit company. So these two actually can work out, you know, really well together, uh, hand in hand. And I think the executive team, they are attracted by the vision to making our world, you know, cleaner, greener, healthier, and much more lovable in the future of cities. And they are then retained by the common values we share. So I think that is incredibly powerful. And using the Maslow's, what is called hierarchy of deeds, right, that they're on a higher hierarchy of the need. And I think they, at this point, it's not just about making some quick It's about how we as humans can make a positive impact in the societies and in the world we live in.

AI assessment note: “Vision and value. That is the key thing.”

Q absolutely. I love that in terms of kind of the good product sales itself. I do want to dive into kind of the products and the landscape that the product sits in today, though. It's, as we've seen from the headlines over the past 12 months, it's been a crowded landscape. I am interested here, just from a meta perspective, How do you view the landscape today from your mindset?

A Yeah, I think the, uh, for any industry that the, given how fast Lime grows, right, as the global leader in the scooter share and bike share business, that we are a company that's two year and five month old, but we're already operating in 25 plus countries and over a hundred markets across the world. And the revenue and trips that we're generating, probably one of the fastest ever in terms of like a company. Plus, on top of that, as I mentioned, that we don't spend marketing dollars. It's all organic growth, and we also be very proud of that the product iterations we've done, the users' positive reaction to it, and the pollutions and traffic congestions that we reduce. So given the growth that we have, and I think it's very easy to see that many folks wanted to be part of it as well, right? To rush into the market, and also largely You know, scooter shares everywhere in the world, which to me is a really positive thing for two reasons. First, that is really simple. It's a further validation of the sector that we're working on, as well as the innovations we're doing. And the second part that I think this is the most important part, the market is so huge that it's not about competition at all. It's really about how we're making the pie bigger. If we're taking some metrics into perspective, That even with the growth of Lyme and with all the other, you know, peers that are pushing…

AI assessment note: “it's not about competition at all. It's really about how we're making the pie bigger.”

Q to hear. The final element before we move into the incredible team that you've built there, Brad, I do want to touch on is we mentioned kind of innovations within a How do you think about innovations within hardware? How do you see the actual Moore's law of hardware moving over the next three to five year or cycle for you in terms of the next chapter for the company?

A Yeah, totally. I think the one thing we are doing very different from our peers is that we started building our hardware team and doing the vertical integration started day one. And what it enabled us to do is in the last 12 months or so that we released Four major versions of the vehicles, and one generation after generation that we improve on the hardware itself based on the feedback we got, right? So four versions of hardware. Think about that. The typical hardware innovation cycle is two to five years, and we have changed the way, entire way of like how we, you know, using digital feedback loop and design and also manufacture and testing them, and that gives us a really competitive edge, and we're We'll be keep on doing that or however it takes, right? And it's really difficult on many different fronts in order to enable that. So we get to see our peers to catch up. And in the next few years, I think we have a long list of things that's coming that it will take a really long time to develop all the product features that we really wanted to, to provide to our users. If we use automobile industry as a Predicate that it takes the whole industry literally at 100 to 200 years to perfect the car. I don't see a reason that, you know, the scooter or the bikes or e-bikes that will be much shorter than that.

AI assessment note: “in the last 12 months or so that we released Four major versions”

Q I do want to finish this day, Brad, on a final question being, what's the next five years for you and for Lime? Just how big could this get?

A Yeah, I think the, in terms of big, that we, the way I think about it is by how many users will be benefiting from it. So measurement for me is how much time we save for the user, how much money we save for the user, how much Pollutions we reduce there, how much traffic congestion that we cut. So that is the goal we have. And for five years that what I really hope is for the cities that we're operating in, that we may not be able to cut the traffic by 50% yet, but at least that we can lift it from one percent, two percent today to, you know, 20, 30% of that. The, uh, of the car traffic in the city are on alternative transportations. So that's the way I would measure it, and on top of that, of course, that we hope that, you know, with better services and product we offer, that will be keep as the leading company globally for the urban mobility, and the brand will be recognized very well in terms of the value, safety, and product experience that we represent. But the first and foremost thing I wanted to see in five years is there is a movement The movement of the awareness and the proactiveness of the users that they, either they use our service or not, they, they will support it. They will support and be part of the movement that we all contribute, make our cities, you know, healthier, make our cities less congested, and make our cities that are more livable, and they are pushed…

AI assessment note: “lift it from one percent, two percent today to, you know, 20, 30%”

Q No, we are going to discuss the innovation that expands that market to beyond one percent. In terms of the one percent, I am fascinated. In terms of this market, do you see it as a market where there is inherent customer loyalty between provider, or do you see it more as a kind of transactional usage, which is use multiple providers?

A Yeah, I think there are two aspects to it. First is there's always Customer loyalty. On a large, broader view of things, right, that user has loyalty to water. That's probably the most non-deficient product, right, that when you reach out a row of, like, different water brands, you will reach out a brand that you like. I think loyalty is always there, but the loyalty should be based on quality of the product and service and the safety and everything that a brand presents. So I think that's that, and we've seen some of the metrics supporting that. There are many markets that we are half of the fleet that will have way more than half of the market share that representing it. Meanwhile, I think the overall, as I mentioned, that the penetration rate of vehicles in the city is still very, very low. And that means at any given point, there are chances that a user wanted to use a scooter. But Lime is not available. So, you know, the idea, I'm glad there are some other peers providing service when we are not available, and I'm glad that there are services to the user at a time. And it's, again, that's good for the industry overall.

AI assessment note: “I think there are two aspects to it. First is there's always Customer loyalty.”

Q No, we are going to discuss the innovation that expands that market to beyond one percent. In terms of the one percent, I am fascinated. In terms of this market, do you see it as a market where there is inherent customer loyalty between provider, or do you see it more as a kind of transactional usage, which is use multiple providers?

A Yeah, I think there are two aspects to it. First is there's always Customer loyalty. On a large, broader view of things, right, that user has loyalty to water. That's probably the most non-deficient product, right, that when you reach out a row of, like, different water brands, you will reach out a brand that you like. I think loyalty is always there, but the loyalty should be based on quality of the product and service and the safety and everything that a brand presents. So I think that's that, and we've seen some of the metrics supporting that. There are many markets that we are half of the fleet that will have way more than half of the market share that representing it. Meanwhile, I think the overall, as I mentioned, that the penetration rate of vehicles in the city is still very, very low. And that means at any given point, there are chances that a user wanted to use a scooter. But Lime is not available. So, you know, the idea, I'm glad there are some other peers providing service when we are not available, and I'm glad that there are services to the user at a time. And it's, again, that's good for the industry overall.

AI assessment note: “First is there's always Customer loyalty... when we are not available”

Q Not at all, but I'd love to kick off today with a little bit about you. So tell me, how did you make your way from the world of VC and Tencent to founding one of the hottest companies today in the form of Lime? And what was that aha moment?

A Yeah, I said throughout my life that I found my biggest passion. My passion is to build things, build companies, build team, build culture, and build things that matters and make an impact. So at Tencent, that kind of, I was an entrepreneur to start with. I was the first employee for Tencent outside of China and build all the international strategy, practice, and team. I was there for over eight years, and then I built the VC fund that I was working at. I was co-founded with my partner back in the late, late, And Lime is not a surprise, then, you know, and I build it. The aha moment was we were questioned quite a bit as a technology or internet company in particular, whether it's making a positive impact or it's taking away our time from engaging with the real world, as well as our friends and families, communities, and neighborhoods. And that triggers the passion for me to think about how we can leverage technology to make positive impact. In the real world we live in. Until the moment that we all live in the cloud, meaning not cloud, cloud, but be virtualized, we still live in this beautiful world, and technology should do more positive things, and Lyme is a brainchild out of that, right? When we look around that, how we can leverage technology to make that impact, and mobility is one of the things that came to our mind first. When we test With the product, That aha moment re…

AI assessment note: “The aha moment really is that not only we've seen users save time”

Q absolutely. I love that in terms of kind of the good product sales itself. I do want to dive into kind of the products and the landscape that the product sits in today, though. It's, as we've seen from the headlines over the past 12 months, it's been a crowded landscape. I am interested here, just from a meta perspective, How do you view the landscape today from your mindset?

A Yeah, I think the, uh, for any industry that the, given how fast Lime grows, right, as the global leader in the scooter share and bike share business, that we are a company that's two year and five month old, but we're already operating in 25 plus countries and over a hundred markets across the world. And the revenue and trips that we're generating, probably one of the fastest ever in terms of like a company. Plus, on top of that, as I mentioned, that we don't spend marketing dollars. It's all organic growth, and we also be very proud of that the product iterations we've done, the users' positive reaction to it, and the pollutions and traffic congestions that we reduce. So given the growth that we have, and I think it's very easy to see that many folks wanted to be part of it as well, right? To rush into the market, and also largely You know, scooter shares everywhere in the world, which to me is a really positive thing for two reasons. First, that is really simple. It's a further validation of the sector that we're working on, as well as the innovations we're doing. And the second part that I think this is the most important part, the market is so huge that it's not about competition at all. It's really about how we're making the pie bigger. If we're taking some metrics into perspective, That even with the growth of Lyme and with all the other, you know, peers that are pushing…

AI assessment note: “the market is so huge that it's not about competition at all”

Q Absolutely it is. But you mentioned the multiple markets there, and I am super interested, because Lime's now a global business, but there are also global competitors in Europe and Latin America with HQs in those locations. One that fascinates me is how do you think about launching new cities, and what does it take to win, Brad?

A Yeah, I think launching the new cities are a rather long process, per se, that they are getting the regulation ready, getting the permit, logistic, imports, exports, warehouses, trainings, parts, and there's all kinds of things involved to launch a physical asset business into a city. So that part is not easy. But meanwhile, Dad, I think when it comes to the local markets, I think there are always the benefit of, you know, being a global brand, right? That accessibility, the network, in fact, wherever you go is one of the key things for a mobility service. And the second part, I would say, when it comes to the data, the learn, the know-hows that we generated from over a hundred markets across the globe, that really helped us to be a better company to provide better services, products. At the end of the day, that's what matters. It doesn't really matter about whether it's a small company or big company or where they're located. It matters to the user is the service level.

AI assessment note: “launching the new cities are a rather long process, per se, that they are getting the regulation ready”

Q Okay, no, absolutely. What advice do you most commonly hear, given, that you disagree with?

A Oh, there are a lot. I'll give two. You know, one of that, when we started a company that the proven formula, which is a uncommon common practice, That idea to get into a city. Well, you know, uh, Uber established it, right? You just go to the city, you launch the service, and talk about it with the city after that. And we just deliberately didn't do that. That was the advice we got at the time. And the second thing that I would say, I always hear that advice is to be focused. But then, you know, first of all, I, I hundred percent completely agree with the, the advice of focus. But I think they are more than often that we have to make a Very independent judgment that what does focus mean or what do we focus on, right? That the, if the focus is that we as a young company, we, should we go global in less than two years, which we did, right? That, that's a, you know, should we just focus on the US market? So we went global, right? That, you know, it seems like it's not focused. Yeah.

AI assessment note: “Oh, there are a lot. I'll give two.”

Q No, absolutely. I mean, speaking of alignment, it's an interesting word because I spoke to Sarah before the show and she told me about your incredible relationship with Toby. And so I can't not address this as the final question before the quick fire. What do you think makes you successful as co-founders that might be unique?

A Yeah, I think there are two things that make it very unique. The first of all is a long history of trust relationship. The trust relationship we built over the course of like eight, nine years before we started a company that really, really helped. And the trust relationship is built upon the common values, right? That if we don't share the same value, we'll never be trusting each other. And there is a saying that I like a lot. If you don't want to partner with someone For the life, you'd better not to partner with him or her for even a single day. And that's the principle that I hold as well. That if there's no trust in between, there's always second agenda, guesses, holdbacks, and all that. You'd better just better off not to partner at all. So I had a series of partners in the past of my career, right? Partnered with Toby on working on this. He used to work in my venture fund for about four years before that, and we know each other as alumni, and I was his mentor when he was in the business school. That helps significantly, and then, you know, when I co-founded my venture fund, me and my partner who is in China, we also have a similar level of trust, right? We're so far away, we're 6000 miles away from each other, and we're yet to need to rely on each other to make decisions that will put tens of millions into a company. So I think that trust builds, uh, the trust based on c…

AI assessment note: “two things that make it very unique. The first of all is a long history of trust”

Q Okay, no, absolutely. What advice do you most commonly hear, given, that you disagree with?

A Oh, there are a lot. I'll give two. You know, one of that, when we started a company that the proven formula, which is a uncommon common practice, That idea to get into a city. Well, you know, uh, Uber established it, right? You just go to the city, you launch the service, and talk about it with the city after that. And we just deliberately didn't do that. That was the advice we got at the time. And the second thing that I would say, I always hear that advice is to be focused. But then, you know, first of all, I, I hundred percent completely agree with the, the advice of focus. But I think they are more than often that we have to make a Very independent judgment that what does focus mean or what do we focus on, right? That the, if the focus is that we as a young company, we, should we go global in less than two years, which we did, right? That, that's a, you know, should we just focus on the US market? So we went global, right? That, you know, it seems like it's not focused. Yeah.

AI assessment note: “Oh, there are a lot. I'll give two.”

Q No, I mean, absolutely. I do have one subsequent question, though, and a lot of founders ask me, Harry, when is the right time to really assemble an exec team of incredible individuals? What would you advise young founders and founders in the earlier stages on when the right time is to start assembling that exec team?

A I think, you know, from two sides of the story, right, for the company is the earlier, the better, So you bring in the, uh, very unique set of experience as well as, uh, opinions. That's very valuable. Meanwhile, that the, the question more than often for a startup is different from a mature market. The question is when I am ready to attract great talents, they need a good platform. They need the clear ownership and they need a scope. So if we're not ready to attract that, That will be really not the right time, but if we attract them or bring them on too late, that we're not benefiting the most from their experiences. So for us, the way I look at it is that just imagine that a talent or a executive that imagine the team he or she will be managing 12 months from now. So therefore that you bring them on 12 months earlier and give them the opportunity to build that team over the course of 12 months and keep on running it. I think that's a healthy balance.

AI assessment note: “you bring them on 12 months earlier and give them the opportunity”

Q Not at all, but I'd love to kick off today with a little bit about you. So tell me, how did you make your way from the world of VC and Tencent to founding one of the hottest companies today in the form of Lime? And what was that aha moment?

A Yeah, I said throughout my life that I found my biggest passion. My passion is to build things, build companies, build team, build culture, and build things that matters and make an impact. So at Tencent, that kind of, I was an entrepreneur to start with. I was the first employee for Tencent outside of China and build all the international strategy, practice, and team. I was there for over eight years, and then I built the VC fund that I was working at. I was co-founded with my partner back in the late, late, And Lime is not a surprise, then, you know, and I build it. The aha moment was we were questioned quite a bit as a technology or internet company in particular, whether it's making a positive impact or it's taking away our time from engaging with the real world, as well as our friends and families, communities, and neighborhoods. And that triggers the passion for me to think about how we can leverage technology to make positive impact. In the real world we live in. Until the moment that we all live in the cloud, meaning not cloud, cloud, but be virtualized, we still live in this beautiful world, and technology should do more positive things, and Lyme is a brainchild out of that, right? When we look around that, how we can leverage technology to make that impact, and mobility is one of the things that came to our mind first. When we test With the product, That aha moment re…

AI assessment note: “That aha moment really is that not only we've seen users save time”

Q of kind of balance, one I do want to touch on and moving down from the exec team is obviously the team at Lyme scaled incredibly over the last year or so. In terms of challenges that come with scaling, where have been some of the breaking points that you found in kind of cultural organizational scaling where you've maybe had to make adjustments? Have there been certain inflection points?

A I think there's a lot along the way. We're human that we have to reach Respect the humility of everyone. Humility means good and bad. They all come together, right? And also the more experience one person has, the stronger the preference and egos and, you know, opinions, it comes with it. So I think the, for us, it's really not about breaking point that we're talking about. It's more about alignment, right? We have the executive team as well as the rest of team coming, coming from different backgrounds and have different set of opinions and ways of doing things. So how we align them together was the, uh, the biggest challenge. And also for me that I spent, you know, quite a bit of time on that. And the analogy I use with my team is that you could have a team of really strong players, right? That just like a basketball player, you can have all the best players on the court together, but if they're not playing as a team, they may not even beat a second tier, second tier team that you have the strongest players. Player to play together cohesively and collaboratively is the harder part instead of like, you know, there's a breaking point or not, right? So that part is we constantly look out for things to see whether there's, there's not enough alignment.

AI assessment note: “for us, it's really not about breaking point... It's more about alignment”