Emma Grede

The majority of that is put in like who I hire.

The majority of that is put in like who I hire.

Oh, no way.

Oh, no way.

Yeah. Well, Steven, that's the reason that you've got to be a great salesperson. Otherwise, I'm not going to invest in you. But it comes back down to that, right? Because in the beginning, you've got to sell a dream, a vision. You might be willing to give someone some equity, but chances are that equity is worth zilch in the beginning.

Yeah. Well, Steven, that's the reason that you've got to be a great salesperson. Otherwise, I'm not going to invest in you. But it comes back down to that, right? Because in the beginning, you've got to sell a dream, a vision. You might be willing to give someone some equity, but chances are that equity is worth zilch in the beginning.

So you've got to be that person that can say, here's where we're going. We're going to paint a vision. But you've got to have the strategic chops to say, you know, anybody good is going to understand that a founder alone goes nowhere, right? So it's like, what am I coming into?

So you've got to be that person that can say, here's where we're going. We're going to paint a vision. But you've got to have the strategic chops to say, you know, anybody good is going to understand that a founder alone goes nowhere, right? So it's like, what am I coming into?

Like if it's the founder and it's like very little, then what's the vision that I'm buying into and what's the strategy to get there? So it comes back down to this like idea of like can you sell a vision? Can you sell the strategy these people are going to come into and actually work towards? And I think that that is probably like the thing that I'm good at after.

Like if it's the founder and it's like very little, then what's the vision that I'm buying into and what's the strategy to get there? So it comes back down to this like idea of like can you sell a vision? Can you sell the strategy these people are going to come into and actually work towards? And I think that that is probably like the thing that I'm good at after.

I've had a pretty clear idea about what I'm doing and I can do that because I don't do very much. Everybody always says to me, how do you do so much? It's like I don't do very much. What I do is obsessed with it. over the customer. I obsess over a set of products and then I get into them really quickly. That's it. Like that's all I do. And so it's not really that much that I do.

I've had a pretty clear idea about what I'm doing and I can do that because I don't do very much. Everybody always says to me, how do you do so much? It's like I don't do very much. What I do is obsessed with it. over the customer. I obsess over a set of products and then I get into them really quickly. That's it. Like that's all I do. And so it's not really that much that I do.

And I think that it's like so, so, so important for you to be able to do very, very, very few things really, really well.

And I think that it's like so, so, so important for you to be able to do very, very, very few things really, really well.

No. No, I honestly think it's the opposite. And I think that if you start to tell yourself that it's a slippery slope, because no one is good at everything, right? You've got to find people that have expertise, that can do things that you can't do. And that can be really difficult in the beginning. But again, it's like...

No. No, I honestly think it's the opposite. And I think that if you start to tell yourself that it's a slippery slope, because no one is good at everything, right? You've got to find people that have expertise, that can do things that you can't do. And that can be really difficult in the beginning. But again, it's like...

So much of it is about curiosity, asking as many questions as you can so you can start to figure out who is going to be the best person to solve that problem. In the beginning, I just feel like I had no idea how so many parts of my business worked.

So much of it is about curiosity, asking as many questions as you can so you can start to figure out who is going to be the best person to solve that problem. In the beginning, I just feel like I had no idea how so many parts of my business worked.

But it's like I would make sure that I would be the person to ask enough questions to get to the point where I could hire somebody that would be competent to do that role, right? So it's like you train yourself and you train these muscles that get you better at hiring. And you're going to make some mistakes. Like I never feel like we spend enough time talking about failure, about the mistakes.

But it's like I would make sure that I would be the person to ask enough questions to get to the point where I could hire somebody that would be competent to do that role, right? So it's like you train yourself and you train these muscles that get you better at hiring. And you're going to make some mistakes. Like I never feel like we spend enough time talking about failure, about the mistakes.