Cameron

The people running United Fruit, their business is in Central America. That's where all the fruit is grown. And then it's shipped into like the Gulf Coast and Florida and then put on trains and put everywhere else. They thought they were going to run their business remotely in Boston. And this guy's out here. He's literally hacking machetes. He's helping lay the railroad track.

He's taking inventory. He's building the boats. He's doing every single thing. And the reason he did that, they're like, why are you doing this? His whole point is like, because if I know my business from A to Z, there's no problem I can't solve because I know every component. You just said you broke down your business to four components. You probably know those four components in and out.

He's taking inventory. He's building the boats. He's doing every single thing. And the reason he did that, they're like, why are you doing this? His whole point is like, because if I know my business from A to Z, there's no problem I can't solve because I know every component. You just said you broke down your business to four components. You probably know those four components in and out.

He's taking inventory. He's building the boats. He's doing every single thing. And the reason he did that, they're like, why are you doing this? His whole point is like, because if I know my business from A to Z, there's no problem I can't solve because I know every component. You just said you broke down your business to four components. You probably know those four components in and out.

Now, if you know, hey, we have a problem with component three. No problem. I understand what we need to fix. It's such an important thing where a lot of people like this goes back to normal people or, you know, unobsessed people. They call this micromanaging or, oh, you shouldn't do all this. It's like, no, they're in the details. He is in the details.

Now, if you know, hey, we have a problem with component three. No problem. I understand what we need to fix. It's such an important thing where a lot of people like this goes back to normal people or, you know, unobsessed people. They call this micromanaging or, oh, you shouldn't do all this. It's like, no, they're in the details. He is in the details.

Now, if you know, hey, we have a problem with component three. No problem. I understand what we need to fix. It's such an important thing where a lot of people like this goes back to normal people or, you know, unobsessed people. They call this micromanaging or, oh, you shouldn't do all this. It's like, no, they're in the details. He is in the details.

One of the funniest stories of this is the fruit association or something. There's some kind of trade group. He's in Havana, right? This is probably like 1900, 1910 or something like this. And he's there. They want to give him an award. So like they call out his name. Here's this award for the fruit guy of the year, whatever they call it. And like it's not in the audience. They track him down.

One of the funniest stories of this is the fruit association or something. There's some kind of trade group. He's in Havana, right? This is probably like 1900, 1910 or something like this. And he's there. They want to give him an award. So like they call out his name. Here's this award for the fruit guy of the year, whatever they call it. And like it's not in the audience. They track him down.

One of the funniest stories of this is the fruit association or something. There's some kind of trade group. He's in Havana, right? This is probably like 1900, 1910 or something like this. And he's there. They want to give him an award. So like they call out his name. Here's this award for the fruit guy of the year, whatever they call it. And like it's not in the audience. They track him down.

He's on the port. He's going over the inventory. He's like, I don't have I don't care about awards. I care about the business. Like I'm in the details of my business. And so I would say way this isn't like a none of these are like, you know.

He's on the port. He's going over the inventory. He's like, I don't have I don't care about awards. I care about the business. Like I'm in the details of my business. And so I would say way this isn't like a none of these are like, you know.

He's on the port. He's going over the inventory. He's like, I don't have I don't care about awards. I care about the business. Like I'm in the details of my business. And so I would say way this isn't like a none of these are like, you know.

like what chris bumstead said like you know you can some of these work for you some of these are not going to work for you i would say most of the people i read about are you would consider like micromanagers larry ellison i mentioned earlier not a micromanager not a grinder he says in his book he's a sprinter he's like i take care of the top level stuff strategy products stuff like that putting the right people in but then i hire other people to be in the details elon

like what chris bumstead said like you know you can some of these work for you some of these are not going to work for you i would say most of the people i read about are you would consider like micromanagers larry ellison i mentioned earlier not a micromanager not a grinder he says in his book he's a sprinter he's like i take care of the top level stuff strategy products stuff like that putting the right people in but then i hire other people to be in the details elon

like what chris bumstead said like you know you can some of these work for you some of these are not going to work for you i would say most of the people i read about are you would consider like micromanagers larry ellison i mentioned earlier not a micromanager not a grinder he says in his book he's a sprinter he's like i take care of the top level stuff strategy products stuff like that putting the right people in but then i hire other people to be in the details elon

I think maybe changed now, but in his early days, like in SpaceX, he knew the rocket forward and backwards. So these could also apply, again, contextually apply them to your situation. At the beginning of your company, you might want to do that. Maybe your interests shift, or maybe you find somebody who's better at that detail than you are.

I think maybe changed now, but in his early days, like in SpaceX, he knew the rocket forward and backwards. So these could also apply, again, contextually apply them to your situation. At the beginning of your company, you might want to do that. Maybe your interests shift, or maybe you find somebody who's better at that detail than you are.

I think maybe changed now, but in his early days, like in SpaceX, he knew the rocket forward and backwards. So these could also apply, again, contextually apply them to your situation. At the beginning of your company, you might want to do that. Maybe your interests shift, or maybe you find somebody who's better at that detail than you are.

You just figure out how to apply yourself, but this is something that reoccurs over and over again.