David Heinemeier Hansson (DHH)

But it also encapsulates how I was able to progress my career.

I did not really go to the next level with Ruby or otherwise until I had a door I could close and no one could bother me for six hours straight.

I've essentially run that branch at 37 Singles for 20 years.

And I've experimented with forking back on the other side.

I've experimented with having a full-time lawyer on staff.

I've experimented with having engineering managers.

And I can tell you, life is much better at 50, 60 people when none of those individuals or none of those roles, it's never about the individuals.

It's about the roles.

None of those roles are in your organization full-time.

Occasionally, you need a manager.

Occasionally, you need a lawyer.

I can play the role of manager occasionally.

Fine.

And then I can set it back down to zero.

It's almost like a cloud service.

I want a manager service I can call on for seven hours this week, and then I want to take it down to zero for the next three months.

So what's actually funny is these days we do have a head of finance.

We did not for the first 19 years of life, I think.

We got away with basically just having an accountant

do our books in the same way you do a small ice cream shop, except we would over the times have done hundreds of millions of dollars in revenue.