John Block

I think there's often some fallout.

I think speed bump's a fair term.

I sometimes use an accelerator, though, because I've seen it happen that way, too.

When you have success, everyone looks around and says –

oh shoot, we've got something special here.

And they show up the next day and say, let's work harder than yesterday because we're doing something special here.

So I've kind of seen it both ways where capitalization events can be accelerators as well.

They're exhausting, but I'm sure you felt this.

Sometimes when you're under the most stress, most tired, et cetera, the next day you're the first out of bed.

And so there's a bit of that that occurs too.

And, you know, you gotta, you gotta stay balanced.

It's a marathon, not a sprint, but we find for the right people.

A lot of times it's an accelerator and it kind of energizer of sorts.

How do we go about kind of managing that transition?

I think the simple way we try to do it is get in front of it by being clear on what our expectations are.

And that comes back to the lean in, and if someone says, okay, I understand, I can see how that governance model, for us it comes back to this idea of having a clear, transparent, open governance model.

If that's something that the other side, the founder says, yeah, I can see how that's helpful, aka leans in and says, great, can you help me put it in place?

We have all the time in the world to help put it in place.

What we don't have time for is people that say, that's not for me.

In which case, we're not going to have a partnership.