Adel Sajan

So I explained to them that, look, we've done a lot of research. There is a roadmap behind it. And this is what the plan is. And of course, things don't work out exactly the way you plan it. But you have a general trajectory.

So I explained to them that, look, we've done a lot of research. There is a roadmap behind it. And this is what the plan is. And of course, things don't work out exactly the way you plan it. But you have a general trajectory.

So my whole objective of this trip was I needed the buy-in of all my top leaders. You know, you've seen Wolf of Wall Street. I wanted that real passionate drive with them because I couldn't do it without them. I can have whatever Excel sheet I want on paper or on the computer. But if I don't have my top guys aligned with my vision, and have the same passion as me, it's not gonna work, right?

So my whole objective of this trip was I needed the buy-in of all my top leaders. You know, you've seen Wolf of Wall Street. I wanted that real passionate drive with them because I couldn't do it without them. I can have whatever Excel sheet I want on paper or on the computer. But if I don't have my top guys aligned with my vision, and have the same passion as me, it's not gonna work, right?

So my whole objective of this trip was I needed the buy-in of all my top leaders. You know, you've seen Wolf of Wall Street. I wanted that real passionate drive with them because I couldn't do it without them. I can have whatever Excel sheet I want on paper or on the computer. But if I don't have my top guys aligned with my vision, and have the same passion as me, it's not gonna work, right?

Especially in a startup. So this trip was extremely critical. And then I told them very clearly and upfront, I'm like, hey guys, look, whatever you worked in the last five years is amazing. I'm grateful for it. But what I need from all of you for the next five years is double, triple of what you've done. I don't want people who've got to look at their clock and work.

Especially in a startup. So this trip was extremely critical. And then I told them very clearly and upfront, I'm like, hey guys, look, whatever you worked in the last five years is amazing. I'm grateful for it. But what I need from all of you for the next five years is double, triple of what you've done. I don't want people who've got to look at their clock and work.

Especially in a startup. So this trip was extremely critical. And then I told them very clearly and upfront, I'm like, hey guys, look, whatever you worked in the last five years is amazing. I'm grateful for it. But what I need from all of you for the next five years is double, triple of what you've done. I don't want people who've got to look at their clock and work.

And if that's something that you don't want, This is the right time to leave. Tell me right now and I'm okay with it. Whatever compensation, whatever help you need, whatever letter of, you know, referral, I'll sign it. But I don't want you to be working anymore if you can't, you know, be giving in that time.

And if that's something that you don't want, This is the right time to leave. Tell me right now and I'm okay with it. Whatever compensation, whatever help you need, whatever letter of, you know, referral, I'll sign it. But I don't want you to be working anymore if you can't, you know, be giving in that time.

And if that's something that you don't want, This is the right time to leave. Tell me right now and I'm okay with it. Whatever compensation, whatever help you need, whatever letter of, you know, referral, I'll sign it. But I don't want you to be working anymore if you can't, you know, be giving in that time.

But I promise you, if you do give that time and the company does grow, all of you are going to be leaders in your place. And it's very important to define expectations because at that point I'm saying there's no work-life balance, but you have a golden opportunity to be somewhere in five years time. So, you know, it's one guy left out of the 35.

But I promise you, if you do give that time and the company does grow, all of you are going to be leaders in your place. And it's very important to define expectations because at that point I'm saying there's no work-life balance, but you have a golden opportunity to be somewhere in five years time. So, you know, it's one guy left out of the 35.

But I promise you, if you do give that time and the company does grow, all of you are going to be leaders in your place. And it's very important to define expectations because at that point I'm saying there's no work-life balance, but you have a golden opportunity to be somewhere in five years time. So, you know, it's one guy left out of the 35.

And he tried coming back multiple times over the last 10 years, maybe like six times.

And he tried coming back multiple times over the last 10 years, maybe like six times.

And he tried coming back multiple times over the last 10 years, maybe like six times.

All 34 of them work for me even today in 2025. All of them are leaders in their domain, having, you know, managers, having, you know, so many people under them. And if you want to know what we reached by 2020, so we didn't touch a billion because billion was a little ambitious and I intentionally so, always in for the stars. Like we were taught at Harvard as well.

All 34 of them work for me even today in 2025. All of them are leaders in their domain, having, you know, managers, having, you know, so many people under them. And if you want to know what we reached by 2020, so we didn't touch a billion because billion was a little ambitious and I intentionally so, always in for the stars. Like we were taught at Harvard as well.

All 34 of them work for me even today in 2025. All of them are leaders in their domain, having, you know, managers, having, you know, so many people under them. And if you want to know what we reached by 2020, so we didn't touch a billion because billion was a little ambitious and I intentionally so, always in for the stars. Like we were taught at Harvard as well.