Chelsea Grayson

Yeah, you know, right, you're never going to be able to be as entrepreneurial. And the best of CEOs say, oh, I want to maintain that entrepreneurial spirit within the four walls of this company. And you can to a certain extent, right? You know, you can hire folks that have that spirit. But yeah, you know, it's like trying to turn the Titanic away from the iceberg.

Yeah, you know, right, you're never going to be able to be as entrepreneurial. And the best of CEOs say, oh, I want to maintain that entrepreneurial spirit within the four walls of this company. And you can to a certain extent, right? You know, you can hire folks that have that spirit. But yeah, you know, it's like trying to turn the Titanic away from the iceberg.

You know, sometimes it works and sometimes it doesn't. It takes a minute to, you know, get things turned. But that's the key. spotting that iceberg from really far away and starting to turn and starting to switch the engine. So I think the key to being able to be entrepreneurial and to getting things done the way you want to get them done is to have long, long-term strategizing and planning.

You know, sometimes it works and sometimes it doesn't. It takes a minute to, you know, get things turned. But that's the key. spotting that iceberg from really far away and starting to turn and starting to switch the engine. So I think the key to being able to be entrepreneurial and to getting things done the way you want to get them done is to have long, long-term strategizing and planning.

You know, sometimes it works and sometimes it doesn't. It takes a minute to, you know, get things turned. But that's the key. spotting that iceberg from really far away and starting to turn and starting to switch the engine. So I think the key to being able to be entrepreneurial and to getting things done the way you want to get them done is to have long, long-term strategizing and planning.

Again, like I say, stay in touch with your board so they're very prepared to make decisions as you plop it on their laps, you know, so they're not surprised and they don't when you ask them to approve something, you know, come back with 20 questions and 20 diligence requests and 20 information requests and that slows you down for the next four weeks.

Again, like I say, stay in touch with your board so they're very prepared to make decisions as you plop it on their laps, you know, so they're not surprised and they don't when you ask them to approve something, you know, come back with 20 questions and 20 diligence requests and 20 information requests and that slows you down for the next four weeks.

Again, like I say, stay in touch with your board so they're very prepared to make decisions as you plop it on their laps, you know, so they're not surprised and they don't when you ask them to approve something, you know, come back with 20 questions and 20 diligence requests and 20 information requests and that slows you down for the next four weeks.

Prep them way ahead of time so they're prepared to make that decision and then you can act on it. you know, have your strat plan laid out way ahead of time. That's not always, you know, that doesn't always happen in a startup because things are moving day to day.

Prep them way ahead of time so they're prepared to make that decision and then you can act on it. you know, have your strat plan laid out way ahead of time. That's not always, you know, that doesn't always happen in a startup because things are moving day to day.

Prep them way ahead of time so they're prepared to make that decision and then you can act on it. you know, have your strat plan laid out way ahead of time. That's not always, you know, that doesn't always happen in a startup because things are moving day to day.

But at a big company like that, if everyone sort of sees what you're planning for this year and they understand the tactical plan that went under it and they understand what their part is, then they're all sort of growing in the same direction the whole time. And it won't take, you might not even have to turn away from anything because you've been planning it this way the whole time, you know.

But at a big company like that, if everyone sort of sees what you're planning for this year and they understand the tactical plan that went under it and they understand what their part is, then they're all sort of growing in the same direction the whole time. And it won't take, you might not even have to turn away from anything because you've been planning it this way the whole time, you know.

But at a big company like that, if everyone sort of sees what you're planning for this year and they understand the tactical plan that went under it and they understand what their part is, then they're all sort of growing in the same direction the whole time. And it won't take, you might not even have to turn away from anything because you've been planning it this way the whole time, you know.

So again, it just comes back to Communications and long-term planning. It's a necessary evil that comes with getting bigger and we all want our companies to grow and get bigger, right? We don't want to stay on a jet ski forever.

So again, it just comes back to Communications and long-term planning. It's a necessary evil that comes with getting bigger and we all want our companies to grow and get bigger, right? We don't want to stay on a jet ski forever.

So again, it just comes back to Communications and long-term planning. It's a necessary evil that comes with getting bigger and we all want our companies to grow and get bigger, right? We don't want to stay on a jet ski forever.

Weekly. I was constantly visiting stores. I was always on these little pedal jumpers to different places in the middle of the country. And yeah, just, I would pop in sometimes with no warning. Sometimes I wouldn't even, they wouldn't even recognize me necessarily, you know, as I was walking around.

Weekly. I was constantly visiting stores. I was always on these little pedal jumpers to different places in the middle of the country. And yeah, just, I would pop in sometimes with no warning. Sometimes I wouldn't even, they wouldn't even recognize me necessarily, you know, as I was walking around.

Weekly. I was constantly visiting stores. I was always on these little pedal jumpers to different places in the middle of the country. And yeah, just, I would pop in sometimes with no warning. Sometimes I wouldn't even, they wouldn't even recognize me necessarily, you know, as I was walking around.