Hank Green

The incentives go too far in the other way where, like, reach doesn't matter anymore as long as we're making content that feels really good to make.

I think that that's a thing that you've got to be careful about.

So, you know, we want to structure it so that when we're talking about our impact reports, we're looking at whether we're growing our impact, whether we're actually reaching more people.

And then, I don't know if I should say this, but there's so much money.

it kind of infuriates me that like, you know, for like every year that Crash Course has existed, we've been scraping by.

And that's because we create with more value than we capture.

Like we could easily have been a company that was extremely profitable and that like is, you know, potentially taking on Pearson.

And maybe that would have been the thing that would have had like a better, bigger impact on the world if we had like actually taken on these existing educational media companies and like hired an army of salespeople and tried to do the thing.

That's not for me.

So that's part of it.

That's not for me.

I'm just, that was never going to be me.

But if what we're talking about is impact and like we're good at that and like we're good at making videos that make people curious, that capture people's attention, that get them oriented on a thing that's going to like provide them a value in the short and long term, then we should like, I don't know.

Just give us money to do it.

I don't like, like, we'll make the YouTube money that every other YouTuber makes.

And I'm not saying this to other educational creators, too.

Like, I want them to hear this as well.

Somebody should be giving you money.

There should be patronage.

It's the year 2026.