Jason Cohen

Also, if you're, let's say, doubling in a year, what does that mean in terms of how many people you need, let's say, in support?

And how long does it take you to find and interview and hire and get people up to speed and support, especially since you have no processes and documentation because you're new?

So what does that mean?

I don't know.

It'll take like six, nine months.

OK, so you need to know how many people you need in six or nine months.

That means your business has to be more predictable, another new thing that didn't exist before.

So there's this stupid phrase.

It's not stupid.

It's a tired phrase.

What got you here, right?

in this case it really is apt the stuff the activity that got you here won't get you there because there's these other types of behavior which are now correct and it's a lot of stuff and i guess the point i really want to make is that this changes who you are and what you are even proud of because you were proud of that you experiment and did it you're and you're like that's why we're different that's why we're better and big companies are stupid and we're smart

And here you are having to change that.

That is the difficult, not only from a skill set point of view, but from an emotional point of view, that is difficult.

And I think we don't appreciate how hard that is enough.

So that's the first thing, this fundamental difference.

OK, another obvious thing that happens with scale is now there's a bunch of people.

We all know that's going to be hard.

There's no way that's good.

So fun question.