Harry Stebbings

Three, four years payback? Yeah. And then you get the exclusivity for three to four years. Yeah. Well, it depends. Wow. That's astonishing. That's long. Okay. Okay. Right. So one, the burn was very high. That was one reason why I didn't like it. You said there were two.

Three, four years payback? Yeah. And then you get the exclusivity for three to four years. Yeah. Well, it depends. Wow. That's astonishing. That's long. Okay. Okay. Right. So one, the burn was very high. That was one reason why I didn't like it. You said there were two.

Three, four years payback? Yeah. And then you get the exclusivity for three to four years. Yeah. Well, it depends. Wow. That's astonishing. That's long. Okay. Okay. Right. So one, the burn was very high. That was one reason why I didn't like it. You said there were two.

You mentioned layoffs in Brazil. Super hard thing to do. I do want to talk about talent. Building a business is merely a collection of people. You said some great things before about talent. You said to me before about rewriting values. Everyone, you know, I speak to mostly Americans and they love mission and values. What are your biggest lessons on rewriting values?

You mentioned layoffs in Brazil. Super hard thing to do. I do want to talk about talent. Building a business is merely a collection of people. You said some great things before about talent. You said to me before about rewriting values. Everyone, you know, I speak to mostly Americans and they love mission and values. What are your biggest lessons on rewriting values?

You mentioned layoffs in Brazil. Super hard thing to do. I do want to talk about talent. Building a business is merely a collection of people. You said some great things before about talent. You said to me before about rewriting values. Everyone, you know, I speak to mostly Americans and they love mission and values. What are your biggest lessons on rewriting values?

Why did you ruin it and what did you do?

Why did you ruin it and what did you do?

Why did you ruin it and what did you do?

How do you think about that? I'd love your help here because I think I don't have that at all. I'm very, very bullish and confident in my leadership. But the challenge is some people find that abrasive and bluntly too direct. And part of me listens to this and goes, ha ha, I'm right to be this way. Like, brilliant. I'm not affected by kind of bluntly weak people who get offended by it.

How do you think about that? I'd love your help here because I think I don't have that at all. I'm very, very bullish and confident in my leadership. But the challenge is some people find that abrasive and bluntly too direct. And part of me listens to this and goes, ha ha, I'm right to be this way. Like, brilliant. I'm not affected by kind of bluntly weak people who get offended by it.

How do you think about that? I'd love your help here because I think I don't have that at all. I'm very, very bullish and confident in my leadership. But the challenge is some people find that abrasive and bluntly too direct. And part of me listens to this and goes, ha ha, I'm right to be this way. Like, brilliant. I'm not affected by kind of bluntly weak people who get offended by it.

But then you do have talented people who you want to feel empowered and opinionated and great. How do you think about that balance?

But then you do have talented people who you want to feel empowered and opinionated and great. How do you think about that balance?

But then you do have talented people who you want to feel empowered and opinionated and great. How do you think about that balance?

What did you do then? Like, I don't know you very well, but I know you a little bit.

What did you do then? Like, I don't know you very well, but I know you a little bit.

What did you do then? Like, I don't know you very well, but I know you a little bit.

Respectfully, is it lack of work ethic or is it wokeness?

Respectfully, is it lack of work ethic or is it wokeness?