Daniel Khachab

But I do believe that will happen. I do believe it's actually possible probably today if the right 10 people.

But I do believe that will happen. I do believe it's actually possible probably today if the right 10 people.

But I do believe that will happen. I do believe it's actually possible probably today if the right 10 people.

I think in the end of the day, the most important question is like, why are you doing that? Right. Because from an investor, you can ask them, what are you doing and how are you doing it? And why is it a great market? It's like, but why you as a person, why are you willing to commit? And are you willing to commit actually 15, 20 years to that? And I think that needs to be a fantastic answer to it.

I think in the end of the day, the most important question is like, why are you doing that? Right. Because from an investor, you can ask them, what are you doing and how are you doing it? And why is it a great market? It's like, but why you as a person, why are you willing to commit? And are you willing to commit actually 15, 20 years to that? And I think that needs to be a fantastic answer to it.

I think in the end of the day, the most important question is like, why are you doing that? Right. Because from an investor, you can ask them, what are you doing and how are you doing it? And why is it a great market? It's like, but why you as a person, why are you willing to commit? And are you willing to commit actually 15, 20 years to that? And I think that needs to be a fantastic answer to it.

And is it okay to do it for money? The short answer is no. It's just too hard. It's not worth it. Money is a symptom of you building a great company.

And is it okay to do it for money? The short answer is no. It's just too hard. It's not worth it. Money is a symptom of you building a great company.

And is it okay to do it for money? The short answer is no. It's just too hard. It's not worth it. Money is a symptom of you building a great company.

Yeah, 100%. And I think being competitive is fantastic. And I love being competitive. And I want to build the best at what we do. But I want to be the best. I want to be the best in hiring. I want to be the best in competitive strategy. I want to build the best in product. I want to be the best in adopting new technology such as AI quickly.

Yeah, 100%. And I think being competitive is fantastic. And I love being competitive. And I want to build the best at what we do. But I want to be the best. I want to be the best in hiring. I want to be the best in competitive strategy. I want to build the best in product. I want to be the best in adopting new technology such as AI quickly.

Yeah, 100%. And I think being competitive is fantastic. And I love being competitive. And I want to build the best at what we do. But I want to be the best. I want to be the best in hiring. I want to be the best in competitive strategy. I want to build the best in product. I want to be the best in adopting new technology such as AI quickly.

I want to be the best in engineering, the best in international expansion and sales and so many things. I want to be the best. And I think kind of like the valuation or the outcome is just a way of quantifying if you're actually the best. But it's a result. It's a symptom of all of these inputs that you have to give.

I want to be the best in engineering, the best in international expansion and sales and so many things. I want to be the best. And I think kind of like the valuation or the outcome is just a way of quantifying if you're actually the best. But it's a result. It's a symptom of all of these inputs that you have to give.

I want to be the best in engineering, the best in international expansion and sales and so many things. I want to be the best. And I think kind of like the valuation or the outcome is just a way of quantifying if you're actually the best. But it's a result. It's a symptom of all of these inputs that you have to give.

And so I think if you're just chasing the symptom, then naturally, like your headspace already diverted from what you should actually focus on, which is like, be the best at that one particular thing, and then it will follow, it will follow. But I do also believe, you know, There's a certain responsibility that we should all have. And let's think about San Francisco and Silicon Valley.

And so I think if you're just chasing the symptom, then naturally, like your headspace already diverted from what you should actually focus on, which is like, be the best at that one particular thing, and then it will follow, it will follow. But I do also believe, you know, There's a certain responsibility that we should all have. And let's think about San Francisco and Silicon Valley.

And so I think if you're just chasing the symptom, then naturally, like your headspace already diverted from what you should actually focus on, which is like, be the best at that one particular thing, and then it will follow, it will follow. But I do also believe, you know, There's a certain responsibility that we should all have. And let's think about San Francisco and Silicon Valley.

Like there's this fucking Caltrain, which is a garden shed on rails going from San Francisco to all of these, you know, nice towns in Silicon Valley. And at every stop, you have a hundred billion plus company, if not by now a trillion dollar plus company. And that train sucks. And if you take the road, like the road also sucks, but you need to have a car for it. And homelessness is nuts there.

Like there's this fucking Caltrain, which is a garden shed on rails going from San Francisco to all of these, you know, nice towns in Silicon Valley. And at every stop, you have a hundred billion plus company, if not by now a trillion dollar plus company. And that train sucks. And if you take the road, like the road also sucks, but you need to have a car for it. And homelessness is nuts there.