Godard Abel

And then I think we're now going to the next phase where we're becoming more of a city where really I feel like I can't solve, I don't even know what most of the problems are anymore.

And you really have to build a team that will solve the problems.

And your job becomes much more alignment.

And this is something I've gone through

It's also kind of painful because I think a lot of you might have this where you find your co-founders, while they're amazing, they don't scale at some point as leaders.

And so I have made a lot of changes.

I brought in a whole new leadership team the last year, new chief product officer, Sarah, new chief revenue officer, Mike, new CMO, Amanda, new chief people officer, and now I'm looking for a CFO.

So I've kind of found, wow, once we hit five, 600 people, it just needed more mature leaders

And I'm starting to build an office CEO, very inspired by Mark Benioff, because I was like, Mark, how do you do this?

And he's got a whole office of the chairman, like 30 people, chief of staff, that just help him drive his initiatives and his impact, make sure he's prepared, follows up for every meeting, runs his V2 mom, his alignment.

And so I'm starting to build that myself.

And I think in hindsight, and I'm probably like most of you founders, I love my co-founders, I love my team, and then I'm oftentimes, in hindsight, I wait too long to make changes, even when I see people struggling and not being comfortable as the job gets bigger.

And so I think don't be afraid to make the changes, and even don't be afraid to have people leave, because sometimes you're like, oh, this person's indispensable, even if they're not in the right job anymore.

And I've always found everyone is replaceable ultimately.

And in terms of stealing from the best, yes, Mark Benioff, he's still my idol as an entrepreneur, impact on the world.

But I think one thing he's always used is the V2 Mom.

That's his first V2 Mom.

He's got a great blog, but it's his alignment tool.

But just writing down every year, every quarter, what are your key priorities?

In some ways, it's like the OKR, but it's better.