“I think as you scale, there's a pressure to go hire that big strategy person who has more credentials than you. And it's kind of, it feels almost confidence-inducing as a founder to like get to that level. And I think you have to fight that at all costs. I've made mistakes. I've hired people like that because I thought it was the right move. And I've always come back to find people who love the mission, who love to build, who are tactically excellent.”
Public markets drive higher performance than private environments
“If you're a highly competitive person, you get to put out high benchmarks every 90 days and see if you can actually deliver on it. And you can build a high performance team to say, hey, we put this out and it's a big stretch. Let's go kick ass and figure it out. When you're private, it's so easy to get cozy.”
“I think if your business is ready from a predictability standpoint and you have a long term orientation, then I would encourage you to go public. I think those two things have to be true. I think you have to actually be able to predict your business with consistency because you can't enter the markets without that confidence.”
“I seek out grit. Because I think when you're disrupting an industry, which we are, and even in the last year, our category has exploded and changed and been fraught with all types of chaos. You have to have a team that is used to being uncomfortable and used to getting through it and used to staying calm and having that resilience.”
“If you want to continue to scale in our organization or any organization that's growing, you have to realize that your job is changing every 12 months to level yourself up to the next, next highest leverage focus area. In order to do that, you have to replace yourself every 12 months with talent equal or better always.”
