Daniel Dines

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.

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.

If you cannot call me, if we don't have an honest, candid discussion, it's not going to work in a one-to-one.

If you cannot call me, if we don't have an honest, candid discussion, it's not going to work in a one-to-one.

If you cannot call me, if we don't have an honest, candid discussion, it's not going to work in a one-to-one.

I think that's a great model to have as many as you can handle. I think I have around 12.

I think that's a great model to have as many as you can handle. I think I have around 12.

I think that's a great model to have as many as you can handle. I think I have around 12.

I have two ways of working with people. One, it's very direct and sometimes might be constructed as rude and tough. And one which is indirect when I avoid to really tell them what's wrong. Because I don't want to necessarily take the bull from the horse. But actually, what I'm telling people that I work with in a very direct style, that's a sign of appreciation.

I have two ways of working with people. One, it's very direct and sometimes might be constructed as rude and tough. And one which is indirect when I avoid to really tell them what's wrong. Because I don't want to necessarily take the bull from the horse. But actually, what I'm telling people that I work with in a very direct style, that's a sign of appreciation.

I have two ways of working with people. One, it's very direct and sometimes might be constructed as rude and tough. And one which is indirect when I avoid to really tell them what's wrong. Because I don't want to necessarily take the bull from the horse. But actually, what I'm telling people that I work with in a very direct style, that's a sign of appreciation.

The moment you see that I'm, you know, working around and I'm finding my words, that's not really a good sign. Have you changed a lot as a leader? Man, in the essence, no. In understanding better what does it mean to run a company, of course. But in the essence, I have not changed since I was 17. And who am I? And really, my essence, I have not changed.

The moment you see that I'm, you know, working around and I'm finding my words, that's not really a good sign. Have you changed a lot as a leader? Man, in the essence, no. In understanding better what does it mean to run a company, of course. But in the essence, I have not changed since I was 17. And who am I? And really, my essence, I have not changed.

The moment you see that I'm, you know, working around and I'm finding my words, that's not really a good sign. Have you changed a lot as a leader? Man, in the essence, no. In understanding better what does it mean to run a company, of course. But in the essence, I have not changed since I was 17. And who am I? And really, my essence, I have not changed.