George Bonaci

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.

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.

I think that Ramp actually does a really good job of saying like, let's optimize for speed. Just accept those legal terms. Maybe not necessarily, but let's figure out a way to move as quickly as possible and just like launch it and test it. And then we can figure out the details if we're going to actually scale it up.

I think that Ramp actually does a really good job of saying like, let's optimize for speed. Just accept those legal terms. Maybe not necessarily, but let's figure out a way to move as quickly as possible and just like launch it and test it. And then we can figure out the details if we're going to actually scale it up.

I think that Ramp actually does a really good job of saying like, let's optimize for speed. Just accept those legal terms. Maybe not necessarily, but let's figure out a way to move as quickly as possible and just like launch it and test it. And then we can figure out the details if we're going to actually scale it up.

It's a great question. A good leader. I won't even say just manager. I think a good leader needs to know how to do everyone on their team's job, but poorly. And I think the poorly part is important. They should know how to do the job so they can step in if they need to or so that they're dangerous enough to ask the right questions.

It's a great question. A good leader. I won't even say just manager. I think a good leader needs to know how to do everyone on their team's job, but poorly. And I think the poorly part is important. They should know how to do the job so they can step in if they need to or so that they're dangerous enough to ask the right questions.

It's a great question. A good leader. I won't even say just manager. I think a good leader needs to know how to do everyone on their team's job, but poorly. And I think the poorly part is important. They should know how to do the job so they can step in if they need to or so that they're dangerous enough to ask the right questions.

But if they know how to do the job better than the people they've hired, then they didn't hire the right people. And it's going to lead to micromanagement. It's going to lead to, to your point, filling in gaps that are not the most effective use of their time.

But if they know how to do the job better than the people they've hired, then they didn't hire the right people. And it's going to lead to micromanagement. It's going to lead to, to your point, filling in gaps that are not the most effective use of their time.

But if they know how to do the job better than the people they've hired, then they didn't hire the right people. And it's going to lead to micromanagement. It's going to lead to, to your point, filling in gaps that are not the most effective use of their time.

So being able to, number one, either learn enough of what your team does so that you can do it poorly, or number two, hire people that can do what you need them to do better than you know, I think is kind of the key.

So being able to, number one, either learn enough of what your team does so that you can do it poorly, or number two, hire people that can do what you need them to do better than you know, I think is kind of the key.

So being able to, number one, either learn enough of what your team does so that you can do it poorly, or number two, hire people that can do what you need them to do better than you know, I think is kind of the key.

First 30 days, it's learn the business. It's learn the team. It's learn like your area of domain. I would expect in the first 30 days, you know how to do your job. And that's pretty much it. And you understand how the company operates and how the company makes money. Like I think a strong foundation is actually understanding how the business works.

First 30 days, it's learn the business. It's learn the team. It's learn like your area of domain. I would expect in the first 30 days, you know how to do your job. And that's pretty much it. And you understand how the company operates and how the company makes money. Like I think a strong foundation is actually understanding how the business works.

First 30 days, it's learn the business. It's learn the team. It's learn like your area of domain. I would expect in the first 30 days, you know how to do your job. And that's pretty much it. And you understand how the company operates and how the company makes money. Like I think a strong foundation is actually understanding how the business works.

I think this again goes back to the investing and learning. I think the leader needs to be incredibly detailed in what those first 30, 60, 90 day plans look like. who you're meeting, what you're doing with your time. Actually, this is something I learned from Samsara as well. I remember my first 30 days were written out in excruciating detail.

I think this again goes back to the investing and learning. I think the leader needs to be incredibly detailed in what those first 30, 60, 90 day plans look like. who you're meeting, what you're doing with your time. Actually, this is something I learned from Samsara as well. I remember my first 30 days were written out in excruciating detail.

I think this again goes back to the investing and learning. I think the leader needs to be incredibly detailed in what those first 30, 60, 90 day plans look like. who you're meeting, what you're doing with your time. Actually, this is something I learned from Samsara as well. I remember my first 30 days were written out in excruciating detail.