Chloe Shih

And we had celebrities.

And so I think that's when culture really changed that scale from 25 people to 50 to 100.

And, you know, it's not my place to like determine the direction of a company.

I'm not C-suite.

But I felt the problem is I gave my entire day.

I actually like shat blood when I was there working because I was there was so many things to do as one person.

Like what?

And I didn't.

What?

I took on...

I took on, I was in the business development team.

So there's like marketing, there's operations, there's programming, there's content, there's flying up and down from San Francisco to LA to close contracts, to work with partners, to be on set, to produce shows, to get insights reports in, to tell product this, to tell execs that, there's board meetings and I had to turn around decks overnight.

And then I had very little context.

So I became someone who was, I believe, extremely dependent.

Like if Chloe was on your team, you knew it would get done.

And apparently that's not the norm.

And so what ended up happening was I had a lot of execs playing, like,

These Game of Thrones games with each other trying to get each other dethroned or fired so that they can rise their ranks and get more reports.

Like, I don't know.

It's like a weird power play.