Daniel Dines

Yeah, but Larry and Senge didn't get back to the CEO job. No, but they've come back. Actually, I never left the company. I ran product and engineering directly while Rob was co-CEO and CEO. I almost think that's harder with respect to you.

Yeah, but Larry and Senge didn't get back to the CEO job. No, but they've come back. Actually, I never left the company. I ran product and engineering directly while Rob was co-CEO and CEO. I almost think that's harder with respect to you.

Yeah, but Larry and Senge didn't get back to the CEO job. No, but they've come back. Actually, I never left the company. I ran product and engineering directly while Rob was co-CEO and CEO. I almost think that's harder with respect to you.

In many ways, it's hard. It's hard. I know it's a bit of a dance. Maybe I didn't speak enough to him. He didn't speak enough to me. And it could have been probably better. I agree. It's in a time when there is such a huge change in technology.

In many ways, it's hard. It's hard. I know it's a bit of a dance. Maybe I didn't speak enough to him. He didn't speak enough to me. And it could have been probably better. I agree. It's in a time when there is such a huge change in technology.

In many ways, it's hard. It's hard. I know it's a bit of a dance. Maybe I didn't speak enough to him. He didn't speak enough to me. And it could have been probably better. I agree. It's in a time when there is such a huge change in technology.

Look, my way is to speak really transparent to the teams. This is where we are, guys. It's a lot of work ahead of us. We made these mistakes. We have to fix these things. It's not easy. It's going to require a serious, serious work. And maybe that's not a way to energize them, but it's a way to make them hurt.

Look, my way is to speak really transparent to the teams. This is where we are, guys. It's a lot of work ahead of us. We made these mistakes. We have to fix these things. It's not easy. It's going to require a serious, serious work. And maybe that's not a way to energize them, but it's a way to make them hurt.

Look, my way is to speak really transparent to the teams. This is where we are, guys. It's a lot of work ahead of us. We made these mistakes. We have to fix these things. It's not easy. It's going to require a serious, serious work. And maybe that's not a way to energize them, but it's a way to make them hurt.

I think one of the things that, as you grow bigger, is that people feel smaller and smaller. I don't want, this is hard. I want to work in a company where people have joy. People feel that they are empowered to do things.

I think one of the things that, as you grow bigger, is that people feel smaller and smaller. I don't want, this is hard. I want to work in a company where people have joy. People feel that they are empowered to do things.

I think one of the things that, as you grow bigger, is that people feel smaller and smaller. I don't want, this is hard. I want to work in a company where people have joy. People feel that they are empowered to do things.

not in the alignment but it's very important that if you want to make a big change go and drive a big change and have the voice to fight for it if you are shut down then it affects the moral more than the stock price i think how do you actually do that though you say hey go take big bets i support you Yeah, we are trying to reduce bureaucracy.

not in the alignment but it's very important that if you want to make a big change go and drive a big change and have the voice to fight for it if you are shut down then it affects the moral more than the stock price i think how do you actually do that though you say hey go take big bets i support you Yeah, we are trying to reduce bureaucracy.

not in the alignment but it's very important that if you want to make a big change go and drive a big change and have the voice to fight for it if you are shut down then it affects the moral more than the stock price i think how do you actually do that though you say hey go take big bets i support you Yeah, we are trying to reduce bureaucracy.

We are trying to empower the regions to have more in their control. We are trying to get closer to the customer. This is how we build a lot of shit inside. Taking cues from the customer up to the product.

We are trying to empower the regions to have more in their control. We are trying to get closer to the customer. This is how we build a lot of shit inside. Taking cues from the customer up to the product.

We are trying to empower the regions to have more in their control. We are trying to get closer to the customer. This is how we build a lot of shit inside. Taking cues from the customer up to the product.

People put too much importance on being disciplined, having regular one-to-ones. It just gives you the impression that you do work without actually doing work. I believe more in understanding my priorities on a dynamic basis and do what is required to do. I don't believe in one-to-ones. I don't believe in one-to-ones with my directs. We have to call each other.

People put too much importance on being disciplined, having regular one-to-ones. It just gives you the impression that you do work without actually doing work. I believe more in understanding my priorities on a dynamic basis and do what is required to do. I don't believe in one-to-ones. I don't believe in one-to-ones with my directs. We have to call each other.