Ivan

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.

That's not, you need to be completely obsessed. How do you think about that? And what makes a really good value in that case?

That's not, you need to be completely obsessed. How do you think about that? And what makes a really good value in that case?

That's not, you need to be completely obsessed. How do you think about that? And what makes a really good value in that case?

I spoke to Ivan again before and he said, listen, he's basically hired every single leader at Notion at this point, Harry. So you have to ask him about that. When you think back over your lessons on hiring, what are your single biggest lessons on what it takes to really get the best people into Notion?

I spoke to Ivan again before and he said, listen, he's basically hired every single leader at Notion at this point, Harry. So you have to ask him about that. When you think back over your lessons on hiring, what are your single biggest lessons on what it takes to really get the best people into Notion?

I spoke to Ivan again before and he said, listen, he's basically hired every single leader at Notion at this point, Harry. So you have to ask him about that. When you think back over your lessons on hiring, what are your single biggest lessons on what it takes to really get the best people into Notion?

When you look back, what have been some of the biggest mistakes you've made? And what are some big lessons from those?