Jeff Lash

The partners were like the sales channel.

So they were really implementing the product.

They were respected.

And so the head of product was able to do some just quick info.

Hey, I'll make a phone call, talk to someone, come back.

And the next Friday, you know, go to the CEO and say, hey, I know you told me to do this.

But just so you know, I talked to five of our partners and they said they'd rather have something else.

Or they said they had these concerns.

And it started doing that week after week for a couple of months, like started to kind of loosen that process.

So yes, the CEO clearly had a vision and was still pushing things, but it was not...

uh charging forward at full force without any respect to what the market wanted it was starting to understand yes like we don't need to go quite so fast and in fact if we slow down a little bit and make sure we're building the right things and not building the wrong things it's going to be more successful so i think it's not that stuff doesn't happen overnight but just a little bit of time and again bringing

users, customers, partners into the process and having their words speak for themselves can sometimes get everyone on a level playing field.

Yeah, I think you really I remember way back in the day, I think that was sort of like the Amazon way.

Like people would email like Jeff at Amazon dot com and he would get this feedback over the weekend.

And, you know, really some of the more great ideas.

I mean, some of them maybe weren't.

I'm sure he could tell the difference, but they've done pretty well for themselves.

But, yeah, that was that's kind of that model that you're talking about.

I think maybe we're rounding third here.

I think you've already maybe touched on this and now we're just going to sort of revisit it.