Daniel Khachab

So the very first week, again, I'm in New York. And one of our angel investors, Daniel Graff, he told me, you know, just be close to the team. And most of our team was in Berlin. So I said, I go back to Berlin. I arrived Monday morning, we're like, what are we supposed to do? Like food distributors are not working and restaurants are closed.

So the very first week, again, I'm in New York. And one of our angel investors, Daniel Graff, he told me, you know, just be close to the team. And most of our team was in Berlin. So I said, I go back to Berlin. I arrived Monday morning, we're like, what are we supposed to do? Like food distributors are not working and restaurants are closed.

So the very first week, again, I'm in New York. And one of our angel investors, Daniel Graff, he told me, you know, just be close to the team. And most of our team was in Berlin. So I said, I go back to Berlin. I arrived Monday morning, we're like, what are we supposed to do? Like food distributors are not working and restaurants are closed.

And so we said, okay, first week of COVID, everyone gets a week off. And he said, okay, might be great. Everyone can adjust to a new situation. Like the opposite was the case. Like purpose was gone. So I think that was a mistake. It certainly helped us to regroup and then to actually play offense and to give a lot of purpose to the team thereafter.

And so we said, okay, first week of COVID, everyone gets a week off. And he said, okay, might be great. Everyone can adjust to a new situation. Like the opposite was the case. Like purpose was gone. So I think that was a mistake. It certainly helped us to regroup and then to actually play offense and to give a lot of purpose to the team thereafter.

And so we said, okay, first week of COVID, everyone gets a week off. And he said, okay, might be great. Everyone can adjust to a new situation. Like the opposite was the case. Like purpose was gone. So I think that was a mistake. It certainly helped us to regroup and then to actually play offense and to give a lot of purpose to the team thereafter.

But I think that week was not appreciated and we should probably have thought about this earlier.

But I think that week was not appreciated and we should probably have thought about this earlier.

But I think that week was not appreciated and we should probably have thought about this earlier.

No, I think it's bullshit. You know, what I always tell our people is like, like we have to be 100% presence and 100% intense. So when you're at work, I expect you to be 100% here, not on Instagram, not with your head somewhere else, but like 100% present of all of your intensity. But when you're at home, I expect the same that you give 100% at work to be 100%.

No, I think it's bullshit. You know, what I always tell our people is like, like we have to be 100% presence and 100% intense. So when you're at work, I expect you to be 100% here, not on Instagram, not with your head somewhere else, but like 100% present of all of your intensity. But when you're at home, I expect the same that you give 100% at work to be 100%.

No, I think it's bullshit. You know, what I always tell our people is like, like we have to be 100% presence and 100% intense. So when you're at work, I expect you to be 100% here, not on Instagram, not with your head somewhere else, but like 100% present of all of your intensity. But when you're at home, I expect the same that you give 100% at work to be 100%.

And I think that's way more important because like work-life balance is like, yeah, you know, I'm going to work every day until like, you know, 7 p.m.

And I think that's way more important because like work-life balance is like, yeah, you know, I'm going to work every day until like, you know, 7 p.m.

And I think that's way more important because like work-life balance is like, yeah, you know, I'm going to work every day until like, you know, 7 p.m.

push that I would say even at home I don't want you to be 100% at home I'm really sorry by nature of like our business if we are going to be the best fund in the world we are going to have to do extraordinary things 100% and look I think there's always phases where it's going to expect it from you and yet you might get that Sunday morning call like that and you got to be ready for it but if that Sunday morning call doesn't happen like be present because otherwise you're going to burn out and your partner's going to complain you're going to leave 100% totally agree with that like you need to be ready for war any given moment in time

push that I would say even at home I don't want you to be 100% at home I'm really sorry by nature of like our business if we are going to be the best fund in the world we are going to have to do extraordinary things 100% and look I think there's always phases where it's going to expect it from you and yet you might get that Sunday morning call like that and you got to be ready for it but if that Sunday morning call doesn't happen like be present because otherwise you're going to burn out and your partner's going to complain you're going to leave 100% totally agree with that like you need to be ready for war any given moment in time

push that I would say even at home I don't want you to be 100% at home I'm really sorry by nature of like our business if we are going to be the best fund in the world we are going to have to do extraordinary things 100% and look I think there's always phases where it's going to expect it from you and yet you might get that Sunday morning call like that and you got to be ready for it but if that Sunday morning call doesn't happen like be present because otherwise you're going to burn out and your partner's going to complain you're going to leave 100% totally agree with that like you need to be ready for war any given moment in time

330 million.

330 million.