Jason Cohen

She's been here for over 11 years now and fantastic.

But it doesn't, I mean, I've seen other companies where it was the COO or the CFO, often in some kind of operational role where the human scale is part of the challenge and then they tackle it.

That just makes sense, right?

And they bring these practices, things they've seen, good and bad, to the conversation as you're solving all the conversations at the company.

And that's really valuable.

So again, lots of times I've seen, for example, you have your CEO founder and your product or engineering co-founder.

And then maybe the CFO or COO is that person.

And it's this beautiful trinity.

And in fact, that's what happened at Google too, right?

That kind of a thing, regardless of the titles, that really is quite smart at the scaling phase.

Why not import that information?

So that's what we've got.

It's really, really extra different after product market fit and scaling sets in.

Not a little bit different.

More than you think.

It's a big mindset shift.

You have a lot of people.

You don't want to have to coordinate them very much.

And you don't want to dilute them.

So don't split them up too much.