Harley Finkelstein

You do everything.

That's kind of how it works.

And then I think as the company begins to operationalize, you begin to have teams and organizations and general managers and divisions and all that.

I became chief operating officer just post-IPO until around 2021, I think, for six years.

I did it because that's what Toby asked me to do.

We'd never had a COO before, and it was sort of this way of me looking after operations, specifically business operations.

it didn't come naturally to me.

Um, but back to sort of the, you know, lifelong learner and the global maxima thing and Toby pushing me into different directions.

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.