Q week and want the most intense cultures. And on the other hand, I think during lockdown, a lot of folks worked even less. Maybe a lot of, a lot of folks started working 15:20 hours a week. Um, so what have you learned on that journey to a hundred, and how to, how to make that work? And, but be competitive, because you had to win in a competitive category.
A Yeah, well, thank you, Jason. Um, so I think my intent was, ah, so I'd, I'd been in startup since the dot-com era, and I'd been that person that worked, you know, 80, 90 hours a week. I remember sleeping under my desk, because the bar had shut, and it's, it's not sustainable. Um, it leads to a lot of burnout. It leads to people just not doing their best work is the other thing. Ah, I learned that, you know, I was working more hours, and I would come back and look at my work the next day, and I had made so many mistakes. You know, I was, um, in engineering at the time, and I did some work that ended up getting patented, which is great. So, clean technical writing was really key. And if I was like in this brain fog, I wasn't doing great work. And the other thing that would happen is if you get a bunch of snippy people who are working on little sleep, they start getting very snippy with each other. Um, so it's, it's not a productive environment. You think that you're working more, you're really getting less done. Uh, so what we were trying to build was this thing where you could do your best work. Uh, and definitely there were some weeks where we were working 80, 90 hours, but those were kind of these peaks and valleys of, like, um, you know, I talked about how we did the Microsoft Build Conference. You know, at the time we were an eight-person company, so all the engineers, like,…
AI assessment note: “what we were trying to build was this thing where you could do your best work”