Execs

“Top of mind has become this sort of trope, right? It's it execs write a weekly write-up of what's top of mind, and it sort of becomes this generic, uninteresting, sort of neutralized frame, and so I think the question, what's top of mind for you, has actually …”

“There's work you need to do to set up the, these execs for success, a hundred percent, this, like, baseline, like, you know, give them your social capital, make sure they are introduced to all the right folks to get all the right work done.”

“Encouraging people to, like, hire great execs and then, like, let them have space. Totally wrong. Don't, like, micromanage them too much, but, like, stay close. You need to stay in the details. You need to understand what's going on.”

“90 days to get up to speed for execs is way too long. They should be contributing in 30 days. Like, I need to do a 90 day listening tour? That's bullshit. You gotta get in there and get some shit done quickly.”

“As soon as you start making money, if founders or execs are not aligned on the same values, like maybe one person is not transparent, but the other person believes in supreme transparency, it never works out.”

“Well, you can say maybe we should use Hadoop or BI. Unfortunately, these are kind of older generation tools. They require specialized skills and abilities to be able to use them. And so they need armies of analysts to use. These are really only affordable for …”