Anish Acharya

And when you have a formidable founder making tremendous nonlinear progress, you have to tie break in the direction of them doing it forever.

That has to be your underwrite.

Well, I'll tell you a funny thing.

So when I first started, I remember sitting, I spent a bunch of time with Mark and Dixon and everyone.

So I remember sitting down with Mark and saying, all right, Mark, what's the process?

Tell me exactly what the process is.

And Mark said this maddening thing, which is just be right a lot.

And I was like, Mark, what is it?

Of course, be right a lot.

But what else?

What is it?

And of course, you know, there's a bunch of things that we talked about.

But ultimately, having reflected on that, I think his view is like your process doesn't matter as long as you're consistently winning.

When I started my career at Amazon as an engineer in 2003, they had a very similar thing.

I think it's still a part of their kind of leadership principles, which is that you're consistently right.

And I remember being 23 or 24 years old and just finding it to be maddening because like, well, why are you right?

How are you right?

But this quality of being right

sort of supersedes the why or the how, or all of our very intellectual mental models of how long it can sustain.

Yeah, perhaps risk aperture is not high enough if you're never losing deals.