Q is so key to breaking through that wall, isn't it? Is getting mentors. And, um, it's different than advisors. It's different than helpers. It's different than people that will answer an email. It's someone who, what type of mentors did you find that have helped you at the different stage? Like what backgrounds and how much time did you get from them or what did you seek out from them?
A Um, you know, it's interesting because there's not a lot of women in technology. All of my mentors are kind of, um, God bless them. I hope they don't mind me saying this middle-aged white guys. Okay. And, uh, who had been very successful in business on their own. Um, who were, uh, not, they're measured, they're wise, they're honest, right? I mean, um, I have one particular board member who is still my mentor, and, uh, he, you know, when we brought on private equity in 14, he would absolutely say to me, oh, 13, sorry, he would absolutely say to me when I would get all wound around the axle, like, look, They're being very reasonable. This is how private equity operates. Stop, essentially stop being so hysterical. And because I trusted him, that allowed my relationship with the private equity people to be really healthy. Right? I mean, you know, and, and other times he would say, no, you're right. Stick your guns. And I'd be like, okay, I'm digging in. You know, because I think this is the right thing. So having that, um, wise view that, because so often we get down in the weeds, right? And we can't really, and we get, I don't know about other people, I'll get emotionally attached to a certain outcome or a certain approach. And to really have somebody just say, you know what, you need to set that aside for the benefit of the company. That, and having that person be someone you tru…
AI assessment note: “All of my mentors are kind of, um, God bless them... middle-aged white guys.”