Anish Acharya

What is it?

What is it?

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

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.

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.

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.

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?

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?

How are you right?

But this quality of being 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.

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.

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