George Bonaci

And we're going to add a structure and we're going to add accountability to it to make sure that you are not just learning things, but putting it into practice. That took time. That took a lot of investment. That took really it coming from the founders.

And I think like a lot of companies maybe sometimes get caught up in the day to day and they say, hey, we value learning, but go figure it out on your own rather than coming up with like a holistic program or holistic mechanism like that.

And I think like a lot of companies maybe sometimes get caught up in the day to day and they say, hey, we value learning, but go figure it out on your own rather than coming up with like a holistic program or holistic mechanism like that.

And I think like a lot of companies maybe sometimes get caught up in the day to day and they say, hey, we value learning, but go figure it out on your own rather than coming up with like a holistic program or holistic mechanism like that.

I don't think business has actually changed that much. Tactically, sure, maybe it has. The channels, TikTok didn't exist 30 years ago. But I don't actually think business and being a good manager in particular has changed that much or the skills necessary to be a good manager have changed that much. A great example is like the book, The Goal. Like I'm a big fan of that book.

I don't think business has actually changed that much. Tactically, sure, maybe it has. The channels, TikTok didn't exist 30 years ago. But I don't actually think business and being a good manager in particular has changed that much or the skills necessary to be a good manager have changed that much. A great example is like the book, The Goal. Like I'm a big fan of that book.

I don't think business has actually changed that much. Tactically, sure, maybe it has. The channels, TikTok didn't exist 30 years ago. But I don't actually think business and being a good manager in particular has changed that much or the skills necessary to be a good manager have changed that much. A great example is like the book, The Goal. Like I'm a big fan of that book.

I have some recency bias because we reread it recently. But one of the key concepts in that is like the theory of constraints. And now this doesn't have anything to do with management. But the concept of the theory of constraints existed 40 years ago and it still exists today. Like every team is operating with some bottleneck in their process.

I have some recency bias because we reread it recently. But one of the key concepts in that is like the theory of constraints. And now this doesn't have anything to do with management. But the concept of the theory of constraints existed 40 years ago and it still exists today. Like every team is operating with some bottleneck in their process.

I have some recency bias because we reread it recently. But one of the key concepts in that is like the theory of constraints. And now this doesn't have anything to do with management. But the concept of the theory of constraints existed 40 years ago and it still exists today. Like every team is operating with some bottleneck in their process.

And being able to identify that bottleneck and remove it is a very valuable skill for anyone, but it's especially valuable for a manager. That's how you get the most out of people. That's one of the core jobs of being a manager. So that's just one example.

And being able to identify that bottleneck and remove it is a very valuable skill for anyone, but it's especially valuable for a manager. That's how you get the most out of people. That's one of the core jobs of being a manager. So that's just one example.

And being able to identify that bottleneck and remove it is a very valuable skill for anyone, but it's especially valuable for a manager. That's how you get the most out of people. That's one of the core jobs of being a manager. So that's just one example.

Like I would argue that most business books, as long as you're vetting them well, and as long as like you are being intentional on what is the principle you want to pull out of this and have your team put into practice, there's probably something that can be learned from from almost any book, regardless of how old it is.

Like I would argue that most business books, as long as you're vetting them well, and as long as like you are being intentional on what is the principle you want to pull out of this and have your team put into practice, there's probably something that can be learned from from almost any book, regardless of how old it is.

Like I would argue that most business books, as long as you're vetting them well, and as long as like you are being intentional on what is the principle you want to pull out of this and have your team put into practice, there's probably something that can be learned from from almost any book, regardless of how old it is.

The biggest bottleneck is probably the velocity of experimentation. Like there are so many opportunities. We don't have enough time. We don't have enough resources. That's probably like if you zoom out far enough, that's probably the constraint for most businesses.

The biggest bottleneck is probably the velocity of experimentation. Like there are so many opportunities. We don't have enough time. We don't have enough resources. That's probably like if you zoom out far enough, that's probably the constraint for most businesses.

The biggest bottleneck is probably the velocity of experimentation. Like there are so many opportunities. We don't have enough time. We don't have enough resources. That's probably like if you zoom out far enough, that's probably the constraint for most businesses.

There are a lot of things I would just like to get off the ground faster. When you're reliant on external parties, either like external vendors or external lead sources or other legal teams to review your terms and services, things just go much more slowly. I wish that there was a way to speed all of that up.