Daryl

And removing our ego of like, I deserve this or I deserve that. Yep.

Typically it goes back to what you're talking about. I share my perspective, you share your perspective. We figure out if we're talking about the same thing from a different perspective or sometimes just two things completely different that we thought were the same thing.

Typically it goes back to what you're talking about. I share my perspective, you share your perspective. We figure out if we're talking about the same thing from a different perspective or sometimes just two things completely different that we thought were the same thing.

Typically it goes back to what you're talking about. I share my perspective, you share your perspective. We figure out if we're talking about the same thing from a different perspective or sometimes just two things completely different that we thought were the same thing.

Right. He didn't show up before me or he didn't do. Right. Right.

Right. He didn't show up before me or he didn't do. Right. Right.

Right. He didn't show up before me or he didn't do. Right. Right.

I think the other superpower that we have as a partnership is we can make decisions quickly. And there's always times, multiple times, where we disagree with each other. And then we look at it and we're like, OK, who has the ultimate decision? Who's ultimately responsible for the outcome of that decision? And then it's usually, okay, I disagree with it, but you're responsible.

I think the other superpower that we have as a partnership is we can make decisions quickly. And there's always times, multiple times, where we disagree with each other. And then we look at it and we're like, OK, who has the ultimate decision? Who's ultimately responsible for the outcome of that decision? And then it's usually, okay, I disagree with it, but you're responsible.

I think the other superpower that we have as a partnership is we can make decisions quickly. And there's always times, multiple times, where we disagree with each other. And then we look at it and we're like, OK, who has the ultimate decision? Who's ultimately responsible for the outcome of that decision? And then it's usually, okay, I disagree with it, but you're responsible.

If you really believe in this, then I'll let you make the decision, the ultimate decision. And then if it doesn't work out, I'm never going to say I told you so. I'm never going to come at you again because... No, because once I give you that opportunity to make the decision, I give you that power, I have to 100% back you up.

If you really believe in this, then I'll let you make the decision, the ultimate decision. And then if it doesn't work out, I'm never going to say I told you so. I'm never going to come at you again because... No, because once I give you that opportunity to make the decision, I give you that power, I have to 100% back you up.

If you really believe in this, then I'll let you make the decision, the ultimate decision. And then if it doesn't work out, I'm never going to say I told you so. I'm never going to come at you again because... No, because once I give you that opportunity to make the decision, I give you that power, I have to 100% back you up.

But I think it's a superpower because think of how many times we're like, I disagree, I think it should be that. And then it's like, okay, who's ultimately responsible? All right, go for it, move. And then you make decisions. And the nice thing about that is the faster you make those decisions, the quicker you get to the right solution.

But I think it's a superpower because think of how many times we're like, I disagree, I think it should be that. And then it's like, okay, who's ultimately responsible? All right, go for it, move. And then you make decisions. And the nice thing about that is the faster you make those decisions, the quicker you get to the right solution.

But I think it's a superpower because think of how many times we're like, I disagree, I think it should be that. And then it's like, okay, who's ultimately responsible? All right, go for it, move. And then you make decisions. And the nice thing about that is the faster you make those decisions, the quicker you get to the right solution.

So Chris, I know something that's been really valuable as a framework we laid out. And I know it was at a time when we were trying to figure out how to create a partnership with other people. Yep. How do you create a partnership where it could fall apart within a short period of time?

So Chris, I know something that's been really valuable as a framework we laid out. And I know it was at a time when we were trying to figure out how to create a partnership with other people. Yep. How do you create a partnership where it could fall apart within a short period of time?

So Chris, I know something that's been really valuable as a framework we laid out. And I know it was at a time when we were trying to figure out how to create a partnership with other people. Yep. How do you create a partnership where it could fall apart within a short period of time?

Well, I think one key piece you're missing out is that we were a part of other organizations before that that were promising equity and delivering nothing. Right. And so we were like, all right, we're going to enter into our business in a way that we can deliver. So we had to come up with a framework so that we didn't put ourselves in a bad situation. Absolutely. But then we could deliver.