Brett Adcock

So you gotta like really love it.

And it's not like you can be there for a year or two.

You have to be there for sometimes a really long time.

And even if you're successful, and even if you sell your company or whatever, go public, you're getting your stock locked up, or you're investing out over many periods of time.

You've got to be in it for quite a while.

And I find that, for me, the things I work on as probably the most important things I could be doing with my decision making.

And that's happening at a micro level inside the companies with what I work on week to week, month to month.

But it's happening at a macro level where like, where do I spend my time?

Like, I'm 39 right now.

Like, where do I spend my time as 39-year-old Brett?

And where does like 20-year-old Brett and 25-year-old Brett spend my time as an entrepreneur?

And I generally have this philosophy that harder things are easier.

Like, meaning there's like a nonlinear effect here

for starting companies that are easier versus harder.

Meaning starting something that could be 100 times higher outcome is generally not 100 times harder.

So doing figure is not 100 times harder than doing another robot company.

It's probably three times harder, maybe five times harder.

But the total addressable market and opportunity is probably millions of times bigger than another robot that's on assembly line moving back and forth.

And so I think there's this nonlinear effect to decision-making here that is extremely important where harder things that have larger outcomes are usually easier to recruit the best talent in the world.

That gives you a better lift to build a better product and a better team.