Gwyneth Paltrow

You know, now I feel like I've gotten more clinical about it. You know, it's like, I think it's great to try. I think it's great to take risks. And sometimes the product market fit is just not there. Yeah. And it's not your fault, you know? Or sometimes maybe it could have been there, but you don't have the budget to, you know, like pour tens of millions of dollars into marketing something.

You know, now I feel like I've gotten more clinical about it. You know, it's like, I think it's great to try. I think it's great to take risks. And sometimes the product market fit is just not there. Yeah. And it's not your fault, you know? Or sometimes maybe it could have been there, but you don't have the budget to, you know, like pour tens of millions of dollars into marketing something.

And so you just sort of, have to let it go. And I think it's important to admit defeat early. Like that's something that I've learned too. It's like, if it doesn't, if it's not working, let it go.

And so you just sort of, have to let it go. And I think it's important to admit defeat early. Like that's something that I've learned too. It's like, if it doesn't, if it's not working, let it go.

It doesn't get better later.

It doesn't get better later.

That is it. You're in the office all the time. That is it. Well, now I live in Santa Barbara, so I'm here less, but I'm here a lot.

That is it. You're in the office all the time. That is it. Well, now I live in Santa Barbara, so I'm here less, but I'm here a lot.

I've been CEO, I think since 2016. So it's been a while. I really do love it. I think I have dreams of like going back to being founder, you know, and having somebody else, especially the parts that are harder for me. Yeah. Like anything that requires math or an Excel spreadsheet. Um, I love the strategy piece. Um, but like, do I need to spend time on logistics and fulfillment?

I've been CEO, I think since 2016. So it's been a while. I really do love it. I think I have dreams of like going back to being founder, you know, and having somebody else, especially the parts that are harder for me. Yeah. Like anything that requires math or an Excel spreadsheet. Um, I love the strategy piece. Um, but like, do I need to spend time on logistics and fulfillment?

Like I'm getting to the point where I'm like, you know, maybe somebody else, you know, should do that. No doubt. Maybe somebody else should do that. And maybe the business would be, you know, would find like, I don't know, new life if, if, I don't know.

Like I'm getting to the point where I'm like, you know, maybe somebody else, you know, should do that. No doubt. Maybe somebody else should do that. And maybe the business would be, you know, would find like, I don't know, new life if, if, I don't know.

I think that's why I didn't name it Gwyneth Paltrow. And, you know, I really want this business to be a legacy that's bigger than, you know, one person. And, you know, I think what's hard is that I am... a good and a cheap asset. So, you know, so like if, if something's not working, they can throw me in a paid ad and, you know, it's like the ROI is working right here.

I think that's why I didn't name it Gwyneth Paltrow. And, you know, I really want this business to be a legacy that's bigger than, you know, one person. And, you know, I think what's hard is that I am... a good and a cheap asset. So, you know, so like if, if something's not working, they can throw me in a paid ad and, you know, it's like the ROI is working right here.

But ideally, I would like to get to the point where I'm less consumer facing and more like the heart, like the spiritual part of the place and less the face of the place.

But ideally, I would like to get to the point where I'm less consumer facing and more like the heart, like the spiritual part of the place and less the face of the place.

I think I would for a while because again, like I've learned so much about myself and it's so fascinating. Like I love business. It's endlessly intriguing. The stakes are high. It's highly creative. It's also highly quantitative. Like I don't know how else I would ever have exercised all these parts of myself. No doubt. Yeah.

I think I would for a while because again, like I've learned so much about myself and it's so fascinating. Like I love business. It's endlessly intriguing. The stakes are high. It's highly creative. It's also highly quantitative. Like I don't know how else I would ever have exercised all these parts of myself. No doubt. Yeah.

I think I am, I mean, I guess you'd have to ask the team, but I think I'm a very collaborative leader. I think I'm very warm. I think I'm very inclusive. And I am learning to be, as I said, not only decisive, but I'm learning to articulate my expectations, which has been hard for me. So that's, Like I'm really trying to hold people to KPIs and like have the harder conversations more frequently.

I think I am, I mean, I guess you'd have to ask the team, but I think I'm a very collaborative leader. I think I'm very warm. I think I'm very inclusive. And I am learning to be, as I said, not only decisive, but I'm learning to articulate my expectations, which has been hard for me. So that's, Like I'm really trying to hold people to KPIs and like have the harder conversations more frequently.