Julie Wainwright

Oh, hi, Tracy. It's good to see you.

Oh, hi, Tracy. It's good to see you.

Oh, hi, Tracy. It's good to see you.

I don't know if that's true. I think so. It depends on how you measure it. But yes, I've had success.

I don't know if that's true. I think so. It depends on how you measure it. But yes, I've had success.

I don't know if that's true. I think so. It depends on how you measure it. But yes, I've had success.

I could ask you the same thing, but I honestly think it's first of all, you have to propensity to take risks. You have to be able to operate in gray areas. You have to come in with a very strong point of view and execute and then right away iterate if it's not going to work. So you have to come in strong and hot and then say, okay, I was wrong moving over this way.

I could ask you the same thing, but I honestly think it's first of all, you have to propensity to take risks. You have to be able to operate in gray areas. You have to come in with a very strong point of view and execute and then right away iterate if it's not going to work. So you have to come in strong and hot and then say, okay, I was wrong moving over this way.

I could ask you the same thing, but I honestly think it's first of all, you have to propensity to take risks. You have to be able to operate in gray areas. You have to come in with a very strong point of view and execute and then right away iterate if it's not going to work. So you have to come in strong and hot and then say, okay, I was wrong moving over this way.

I think you have to recognize what talent is in other people because no one does it by themselves. You have to have the ability to raise capital if you're in the venture capital world. And certainly that's the world I know, which means taking a lot of rejections and not taking it personally and learning from the interactions.

I think you have to recognize what talent is in other people because no one does it by themselves. You have to have the ability to raise capital if you're in the venture capital world. And certainly that's the world I know, which means taking a lot of rejections and not taking it personally and learning from the interactions.

I think you have to recognize what talent is in other people because no one does it by themselves. You have to have the ability to raise capital if you're in the venture capital world. And certainly that's the world I know, which means taking a lot of rejections and not taking it personally and learning from the interactions.

Even if you learn, I never want to be that person who you just talked to. You have to have a lot of energy. Yes. You also have to decide that's what you want to do. And what I mean by that is there is no work life balance when you're an entrepreneur. If you're doing it, you're doing it. You have to be in. You have to be committed. And you have to see it through.

Even if you learn, I never want to be that person who you just talked to. You have to have a lot of energy. Yes. You also have to decide that's what you want to do. And what I mean by that is there is no work life balance when you're an entrepreneur. If you're doing it, you're doing it. You have to be in. You have to be committed. And you have to see it through.

Even if you learn, I never want to be that person who you just talked to. You have to have a lot of energy. Yes. You also have to decide that's what you want to do. And what I mean by that is there is no work life balance when you're an entrepreneur. If you're doing it, you're doing it. You have to be in. You have to be committed. And you have to see it through.

And what I find fascinating, because I'm just talking to entrepreneurs all the time, if they bring up, I want to work-life balance, I'm just like, why would I give you my money to make your life better? I'm going to give you my money to make more money. So you also have to recognize if you take money, you have an obligation to the investors. Right.

And what I find fascinating, because I'm just talking to entrepreneurs all the time, if they bring up, I want to work-life balance, I'm just like, why would I give you my money to make your life better? I'm going to give you my money to make more money. So you also have to recognize if you take money, you have an obligation to the investors. Right.

And what I find fascinating, because I'm just talking to entrepreneurs all the time, if they bring up, I want to work-life balance, I'm just like, why would I give you my money to make your life better? I'm going to give you my money to make more money. So you also have to recognize if you take money, you have an obligation to the investors. Right.

Sure. I think the first thing is I started my career. I'm going to go way back. So I started my career in brand management at Clorox and I was the second undergraduate they ever hired. And I was there three years and I got promoted to Once about ready to get promoted again. And when I looked above me, I didn't want to be those people.

Sure. I think the first thing is I started my career. I'm going to go way back. So I started my career in brand management at Clorox and I was the second undergraduate they ever hired. And I was there three years and I got promoted to Once about ready to get promoted again. And when I looked above me, I didn't want to be those people.