Dan Novaes

The things that we do specifically around doing that, we brought in a chief people officer really early Like we had like 25 people and then someone that person's like one of our main jobs is literally to almost create like an NPS internally. So we had anonymous kind of reviews of how the company is doing. And then you have like really strong core values around that.

The things that we do specifically around doing that, we brought in a chief people officer really early Like we had like 25 people and then someone that person's like one of our main jobs is literally to almost create like an NPS internally. So we had anonymous kind of reviews of how the company is doing. And then you have like really strong core values around that.

You've listened to the people's feedback, but also, you know, we have crazy transparency within our business. So even when things were going awry in our business or going well internally, You know, we have like a weekly, you know, act meeting, which is actually the acronym for all of our core values. And that's basically a 20 or 30 minute meeting.

You've listened to the people's feedback, but also, you know, we have crazy transparency within our business. So even when things were going awry in our business or going well internally, You know, we have like a weekly, you know, act meeting, which is actually the acronym for all of our core values. And that's basically a 20 or 30 minute meeting.

You've listened to the people's feedback, but also, you know, we have crazy transparency within our business. So even when things were going awry in our business or going well internally, You know, we have like a weekly, you know, act meeting, which is actually the acronym for all of our core values. And that's basically a 20 or 30 minute meeting.

So people know exactly how the business is going in the various departments. And then we have an all hands meeting and it shows everything down to the financials and whether we're losing money, how much money you have in the bank. And so even in those difficult times that we had, you know, during those periods of like 2022, 23, when things are kind of coming up again.

So people know exactly how the business is going in the various departments. And then we have an all hands meeting and it shows everything down to the financials and whether we're losing money, how much money you have in the bank. And so even in those difficult times that we had, you know, during those periods of like 2022, 23, when things are kind of coming up again.

So people know exactly how the business is going in the various departments. And then we have an all hands meeting and it shows everything down to the financials and whether we're losing money, how much money you have in the bank. And so even in those difficult times that we had, you know, during those periods of like 2022, 23, when things are kind of coming up again.

uh we only lost one team member right of and we had we had to have a layoff that was like you know we had a hundred and something members at one time we had to cut down to like 50 right and that was difficult we did two rounds of cuts um and typically in those times you see a lot of like your best people leave um and fortunately we only lost like one or so team member uh you know that we didn't you know make that decision to go and the reason is like i think of that kind of like transparent culture um and then just you know being able to

uh we only lost one team member right of and we had we had to have a layoff that was like you know we had a hundred and something members at one time we had to cut down to like 50 right and that was difficult we did two rounds of cuts um and typically in those times you see a lot of like your best people leave um and fortunately we only lost like one or so team member uh you know that we didn't you know make that decision to go and the reason is like i think of that kind of like transparent culture um and then just you know being able to

uh we only lost one team member right of and we had we had to have a layoff that was like you know we had a hundred and something members at one time we had to cut down to like 50 right and that was difficult we did two rounds of cuts um and typically in those times you see a lot of like your best people leave um and fortunately we only lost like one or so team member uh you know that we didn't you know make that decision to go and the reason is like i think of that kind of like transparent culture um and then just you know being able to

you know, listen to people, see that they're in their voice matters. And also being able to just kind of see your, you know, internal, like how the, how the, you know, the saying goes, like the, I don't know how the, how the pudding's made or something. I don't know. I'm forgetting like the saying, you know what I'm talking about though. I'm forgetting right now.

you know, listen to people, see that they're in their voice matters. And also being able to just kind of see your, you know, internal, like how the, how the, you know, the saying goes, like the, I don't know how the, how the pudding's made or something. I don't know. I'm forgetting like the saying, you know what I'm talking about though. I'm forgetting right now.

you know, listen to people, see that they're in their voice matters. And also being able to just kind of see your, you know, internal, like how the, how the, you know, the saying goes, like the, I don't know how the, how the pudding's made or something. I don't know. I'm forgetting like the saying, you know what I'm talking about though. I'm forgetting right now.

But anyways, like, so I think that that's kind of like how has been really helpful, but I think also just on more of the operational time or operational side of things, We've been very focused on OKRs. And I'm not the most organized person because I'm much more of a visionary kind of thinker. We have a lot more people that are way more operational than me, I guess, in that sense.

But anyways, like, so I think that that's kind of like how has been really helpful, but I think also just on more of the operational time or operational side of things, We've been very focused on OKRs. And I'm not the most organized person because I'm much more of a visionary kind of thinker. We have a lot more people that are way more operational than me, I guess, in that sense.

But anyways, like, so I think that that's kind of like how has been really helpful, but I think also just on more of the operational time or operational side of things, We've been very focused on OKRs. And I'm not the most organized person because I'm much more of a visionary kind of thinker. We have a lot more people that are way more operational than me, I guess, in that sense.

But I think one thing I really forced... on myself to have the discipline in is to operate with an OKR like framework of how we operate our business.

But I think one thing I really forced... on myself to have the discipline in is to operate with an OKR like framework of how we operate our business.

But I think one thing I really forced... on myself to have the discipline in is to operate with an OKR like framework of how we operate our business.