Friedberg

And over my years being on boards, I realized how frustrating it was to be on a board where you would tell a CEO a bunch of stuff, they wouldn't listen, they would do whatever they wanted to do.

I was frustrated pulling my hair out, watching them do things I wouldn't do, not doing the things I would do.

So after many years of this failure after failure, I realized

You know, this was the moment where we had this amazing outcome, series of outcomes at Ohalo.

And it was a research project for several years.

We put close to $40 million into this project before these results started to come in.

I'm like, holy , this is the game changing business of my career.

This is the power law.

And that's when I made the decision, I'm going to go all in on this and I'm going to run it as CEO.

How did the LPs take that and how did you communicate it to them?

Everyone was very supportive and very active.

They were like, this is exactly what we always hoped you would do, was to find a winner.

And I never thought that that's what I would do because I swore, after I sold Climate Corp, I swore I would never be a CEO again.

It's too stressful.

It was damaging to my health.

It's like overwhelming.

I'm so into it.

I cannot stop building the business.

It's just, it consumes me.

Everything about it, I have to win.