Ben Gilbert

Which is what most press at the time was.

Right.

It was, let's talk about how crappy this acquisition was.

Not what didn't work.

It's what worked.

That's because we were VCs and I was trying to build companies.

I mean, the goal was create things that have enough value to get bought or go public.

And when people buy things, it's because they're working.

So let's try to reverse engineer what works.

I think Berkshire, we learned so many things from.

We did this three-part saga on Berkshire Hathaway.

So you invested in Berkshire before the legendary deals coming out of the financial crisis.

There are three episodes of Berkshire Hathaway.

Well, as it applies to Acquired, we got really obsessed with the circle of competence.

That it's okay to have a giant too hard pile.

There's a bunch of things that I'm not intelligently saying no to.

Every phone call we'd have would be like, too hard pile.

What is this expression you're using?

It's basically admitting that our opportunity cost is so high, the things that we say yes to are so awesome, that it's okay to say too hard to just a giant amount of things.

And that was really freeing once we started just like...