Ivan

This is a strange question, but everyone is going mad over founder mode and the difference between managed mode and founder mode. When you listen to the way that you're talking, it really is quite a change from traditional org structures and org designs. And it's really driven by a very product-driven founder mindset.

This is a strange question, but everyone is going mad over founder mode and the difference between managed mode and founder mode. When you listen to the way that you're talking, it really is quite a change from traditional org structures and org designs. And it's really driven by a very product-driven founder mindset.

Do you think in the future, and with founder mode, we will see completely redesigned orgs and the traditional functions be very changed?

Do you think in the future, and with founder mode, we will see completely redesigned orgs and the traditional functions be very changed?

Do you think in the future, and with founder mode, we will see completely redesigned orgs and the traditional functions be very changed?

What things do you think we should question that we aren't questioning today?

What things do you think we should question that we aren't questioning today?

What things do you think we should question that we aren't questioning today?

How did you prevent the creep? There's quite a few people that start very nimble and they're really aligned to how you built the company. And then with 100 million around or with that big mouth, you know what? We can hire that extra. We can hire that. We can start that new division. We can go into enterprise early. We can do X. How did you prevent the creep with the increased brand in cash?

How did you prevent the creep? There's quite a few people that start very nimble and they're really aligned to how you built the company. And then with 100 million around or with that big mouth, you know what? We can hire that extra. We can hire that. We can start that new division. We can go into enterprise early. We can do X. How did you prevent the creep with the increased brand in cash?

How did you prevent the creep? There's quite a few people that start very nimble and they're really aligned to how you built the company. And then with 100 million around or with that big mouth, you know what? We can hire that extra. We can hire that. We can start that new division. We can go into enterprise early. We can do X. How did you prevent the creep with the increased brand in cash?

You said that about kind of enduring the pain. That kind of goes in stark contrast to what we're told, which is the speed of execution is the most important thing in relatively early stage companies. The willingness to wait goes against that. How do you think about that and the importance of speed?

You said that about kind of enduring the pain. That kind of goes in stark contrast to what we're told, which is the speed of execution is the most important thing in relatively early stage companies. The willingness to wait goes against that. How do you think about that and the importance of speed?

You said that about kind of enduring the pain. That kind of goes in stark contrast to what we're told, which is the speed of execution is the most important thing in relatively early stage companies. The willingness to wait goes against that. How do you think about that and the importance of speed?

I love the statement you said, which is the power of the veto. What did you and Ivan veto that was the benefit of hindsight maybe would have been better to do in the moment?

I love the statement you said, which is the power of the veto. What did you and Ivan veto that was the benefit of hindsight maybe would have been better to do in the moment?

I love the statement you said, which is the power of the veto. What did you and Ivan veto that was the benefit of hindsight maybe would have been better to do in the moment?

My team would be watching this going, oh, there's a red rag. I think values are very, very challenged when you can't take the other side. So kind and direct. I want someone nasty and indirect. No one would ask for that. Is it a good value? Because you could not take the alternative side. So like, as an example, we look for obsessed people, not like passionate.

My team would be watching this going, oh, there's a red rag. I think values are very, very challenged when you can't take the other side. So kind and direct. I want someone nasty and indirect. No one would ask for that. Is it a good value? Because you could not take the alternative side. So like, as an example, we look for obsessed people, not like passionate.

My team would be watching this going, oh, there's a red rag. I think values are very, very challenged when you can't take the other side. So kind and direct. I want someone nasty and indirect. No one would ask for that. Is it a good value? Because you could not take the alternative side. So like, as an example, we look for obsessed people, not like passionate.