Dave Mortensen

And it's something that both Chuck and I just have a mindset.

We go at it differently.

Chuck is like a just ferocious reader, right?

He reads everything.

I'm I'm a consumption of human.

So, you know, I I'm a connector with a lot of different people and I'll learn a lot from others.

um in all aspects and it's just a it's just a way we grow and learn now that doesn't mean i don't read it it doesn't mean he doesn't um create the relationships we both probably do it it's just uh one's more formidable than the other but we're both always in a learning mindset i've found i like being around really really intelligent people in different facets i don't care if they're

awkward, they're weird, whatever.

Sometimes those awkward ones have some of the most brilliant things to offer.

And learning was something, you know, early on, I would say the biggest transition for me was from doing to leading.

That is a really hard transition for leaders, especially founders.

Founders are the worst at transitioning from doing and leading.

Leading is where you are more passionate about the success of the people around you,

then you are passionate about the work that you're doing.

Um, and that, uh, most founders can't get past Chuck and I are people, people first type of mindset people.

So it was easy for us to make that transition and then just learning how to do that over the years and become better at it.

Because at some day you realize as most CEOs, if they do it right, cannot get hired at their own company for doing anything else, but being the CEO, because you,

You become capability experts in every aspect of the business.

I'm never going to be the CMO by means.

So every one of these roles, you're going to bring capacity leaders around you that are experts, really, really smart people and get them to play in the sandbox together.