Daniel Khachab

A hundred percent. And I think there's many parallels. So when I was young, I grew up in the Alps and I was a ski instructor because that was just like the kind of the job that like 16 year olds would do where I grew up. And what I saw very early on is like the kids that fell all the time, they learned the fastest. And like, you know, everyone falls for the first time.

A hundred percent. And I think there's many parallels. So when I was young, I grew up in the Alps and I was a ski instructor because that was just like the kind of the job that like 16 year olds would do where I grew up. And what I saw very early on is like the kids that fell all the time, they learned the fastest. And like, you know, everyone falls for the first time.

A hundred percent. And I think there's many parallels. So when I was young, I grew up in the Alps and I was a ski instructor because that was just like the kind of the job that like 16 year olds would do where I grew up. And what I saw very early on is like the kids that fell all the time, they learned the fastest. And like, you know, everyone falls for the first time.

That's just part of the process. But then it's like the ones that I went around and I don't want to fall again and blah, blah. Then just not going to learn. But if you're willing to fall again and again, like those are the kids that make it and that will become great, great races.

That's just part of the process. But then it's like the ones that I went around and I don't want to fall again and blah, blah. Then just not going to learn. But if you're willing to fall again and again, like those are the kids that make it and that will become great, great races.

That's just part of the process. But then it's like the ones that I went around and I don't want to fall again and blah, blah. Then just not going to learn. But if you're willing to fall again and again, like those are the kids that make it and that will become great, great races.

Yeah. So at some point, like we had a team of really great people in there. So it's not the people's fault. It's more like my fault. And it was a special projects team. And it's kind of like, okay, like here's our core business and here's a special projects team, figure out great things. And once they're great, bring it back to the core and then the core is going to scale it.

Yeah. So at some point, like we had a team of really great people in there. So it's not the people's fault. It's more like my fault. And it was a special projects team. And it's kind of like, okay, like here's our core business and here's a special projects team, figure out great things. And once they're great, bring it back to the core and then the core is going to scale it.

Yeah. So at some point, like we had a team of really great people in there. So it's not the people's fault. It's more like my fault. And it was a special projects team. And it's kind of like, okay, like here's our core business and here's a special projects team, figure out great things. And once they're great, bring it back to the core and then the core is going to scale it.

And I think today I'm convinced that that's the wrong way to think about company building. Actually, this AI would be another example. Like we could give it to a special project, kind of Skunkworks kind of team. You figure out AI and then you give it back. So that doesn't work.

And I think today I'm convinced that that's the wrong way to think about company building. Actually, this AI would be another example. Like we could give it to a special project, kind of Skunkworks kind of team. You figure out AI and then you give it back. So that doesn't work.

And I think today I'm convinced that that's the wrong way to think about company building. Actually, this AI would be another example. Like we could give it to a special project, kind of Skunkworks kind of team. You figure out AI and then you give it back. So that doesn't work.

And the reason is that if the core of your company doesn't have the skills, the capabilities to innovate, then you have a problem in the first place. Like your core needs to be able to innovate, you know, to get it there. So Skunkworks team might just be an excuse to not being able to do it in your core. That's one too. Let's say your special project team figures something out and it's fantastic.

And the reason is that if the core of your company doesn't have the skills, the capabilities to innovate, then you have a problem in the first place. Like your core needs to be able to innovate, you know, to get it there. So Skunkworks team might just be an excuse to not being able to do it in your core. That's one too. Let's say your special project team figures something out and it's fantastic.

And the reason is that if the core of your company doesn't have the skills, the capabilities to innovate, then you have a problem in the first place. Like your core needs to be able to innovate, you know, to get it there. So Skunkworks team might just be an excuse to not being able to do it in your core. That's one too. Let's say your special project team figures something out and it's fantastic.

And then you give it to other people and you say, oh, what they did is fantastic. Now, can you please like productize it and roll it? Like I want that person who figures it out. I want to allow this person to own it, to be the responsible individual for it, to scale it, to build it together. That is much more motivating, right?

And then you give it to other people and you say, oh, what they did is fantastic. Now, can you please like productize it and roll it? Like I want that person who figures it out. I want to allow this person to own it, to be the responsible individual for it, to scale it, to build it together. That is much more motivating, right?

And then you give it to other people and you say, oh, what they did is fantastic. Now, can you please like productize it and roll it? Like I want that person who figures it out. I want to allow this person to own it, to be the responsible individual for it, to scale it, to build it together. That is much more motivating, right?

Yeah, I think that understanding that likely if you have a special project team, something is not well in your core. We should not have spent money on that. Which is the worst market for you? Spain. Next level fragmented. To give you an example, the average restaurant in the US, in Germany, orders from four and a half different suppliers. Yeah.

Yeah, I think that understanding that likely if you have a special project team, something is not well in your core. We should not have spent money on that. Which is the worst market for you? Spain. Next level fragmented. To give you an example, the average restaurant in the US, in Germany, orders from four and a half different suppliers. Yeah.