Jason Cohen

Decide what it is you're going to do, what's strategic, what's stopping you.

So here's what we're going to do.

And get everyone in the company aligned on those few things, even though you have a lot of people, so you can crush those things, because you have so many people to crush them with.

And then the org chart is hard.

No matter what, it's hard.

But be intentional, let's say, of how that maps to the org chart.

And then finally, with executives, managers are not just good ICs.

They are a different thing to build people than to build products.

And then with executives, you can use these little tricks, I guess, or tools, I suppose, to try to hire people better than you because that's the only way the company is going to be good enough.

And then you'll be able to scale really well.

Cheers.

I'm expecting to be saved by somebody, but there's no somebody.

That's okay.

I don't care.

Yeah, let's take questions.

Why not?

So the question is how do I change as we've grown personally?

Oh, personally?

So the question is, how do I measure myself personally as I evolve or don't as we scale?

Because that's the truth.