Q easy to, you know, it's your board and, and ultimately you're the CEO and you kind of work for the board. Um, it's easy to be like, all right, fine. Let's go test it and sort of delay it. But you know, it was, or was that hard? Was it hard to speak to the board and basically be like, I'm sorry, we're going, this is the direction we're going.
A No. And this is a piece that I think a lot of investors are going to hate me for saying on, on this podcast is just. I, I, my, our board trusts us. Okay. So that's one, that's one piece I want to make sure that, that nobody gets false representation of, of, of what I'm saying, what I'm about to say, what I'm about to say is that you have to earn trust in life and how you earn trust is by delivering. That being said, founders need to start taking back Not control, but conviction that we are the people that are on the front lines doing the stuff. We are the scarce ones. Money's of abundance. Investors are of abundance. Boards are of abundance. That is not to be saying that you should show up like an arrogant prick, because I think if you called my, my, my board, they would say, you know what? He's, he's reasonable. He's very reasonable in the conversations. But at the end of the day, you get paid to make the convicted shots and you have to, you have to show up with that confidence to, to lead. You're leading them through war, not them leading you through war. And that's the piece we got to flip because there's a huge, there's this huge idea of like founders are just glorified employees. And that is the furthest thing from the truth.
AI assessment note: “No. And this is a piece that I think a lot of investors are going”