Godard Abel

And we define one every year.

We actually spent a lot of time on it.

We started a leadership team in November.

We spent three months.

And there's also like a 10-page narrative now where we define our vision, our values, our key methods, our key initiatives.

We set measures for everyone.

And then we report on them every month.

And I think that's the other big thing.

I think especially as your company gets bigger, like don't assume your team understands what you want and what your vision is.

And so I think also just communicating constantly what's your vision, what's your values, what are your key initiatives has been really important.

And now we have a whole cadence I learned from Mark Benioff.

But how do we do monthly operating reviews with each team, each part of the V2MOM, obviously quarterly board meetings, all hands meetings.

But I think now we've really formalized how we communicate because, and I think people say this and it sounds pedantic, you can't communicate enough, but it's true.

And conscious leadership.

I think this was during my first company.

There I am in 2009 with my baby daughter Maddie, my wife Stacy, and that's our big machines team early days.

We had really ugly branding.

Didn't have a good CMO.

Didn't have a CMO, but those look like construction jackets.

The what?