Harley Finkelstein

I was like, I'm going to get good at this, but it was never natural to me.

Never felt like I was in my flow state, but I liked it.

I liked having a big team.

I liked being responsible for a lot of things.

There was a little bit of ego in there.

Um, I felt very important and, and,

It took me a while to realize that maybe this isn't for me.

Maybe I'm not the right person to do it.

Around the same time, I had someone that we had hired that was reporting to me who was running our payments team, Kaz.

In almost every interaction I had, it did sort of feel like, man, Cass really likes operations.

Like he just, it feels like his ground state.

He's kind of always doing it.

And so I saw glimmers of like what people that are truly operationally minded look like.

But a couple hurdles I had.

One is that I don't think I was ready to admit that this was not for me.

This wasn't my thing.

I don't like to admit that I'm not good at something.

I prefer to get better at it.

I also, I think I was afraid to say the thing I want to do is like storytelling.

It felt like maybe that's not enough.