Kass Lazerow

I think the ego happens a lot. It comes forward. And I think a lot of founders get blinded by their ego and pride. And we see this a lot when things aren't working. So let's just say a founder has told us that X, Y, and Z need to happen this year, and that's their plan. And when there's enough data that they're looking for, They're looking at that basically says none of it's working.

I think the ego happens a lot. It comes forward. And I think a lot of founders get blinded by their ego and pride. And we see this a lot when things aren't working. So let's just say a founder has told us that X, Y, and Z need to happen this year, and that's their plan. And when there's enough data that they're looking for, They're looking at that basically says none of it's working.

I think the ego happens a lot. It comes forward. And I think a lot of founders get blinded by their ego and pride. And we see this a lot when things aren't working. So let's just say a founder has told us that X, Y, and Z need to happen this year, and that's their plan. And when there's enough data that they're looking for, They're looking at that basically says none of it's working.

That's when the ego gets in the way. You start to see them trying to convince themselves that they shouldn't pivot or that something's not working because they tell themselves stories. And those stories are attached to their ego.

That's when the ego gets in the way. You start to see them trying to convince themselves that they shouldn't pivot or that something's not working because they tell themselves stories. And those stories are attached to their ego.

That's when the ego gets in the way. You start to see them trying to convince themselves that they shouldn't pivot or that something's not working because they tell themselves stories. And those stories are attached to their ego.

Thanks so much for having us, John. Thank you.

Thanks so much for having us, John. Thank you.

Thanks so much for having us, John. Thank you.

Both of us feel, John, that as an entrepreneur, it's not always glamorous and it's not full of glory. There are times often throughout the day that you're going to get punched in the face and you just got to start shoveling your way out of whatever mini crisis or mini failure that you're having. And we liken this whole experience of being an entrepreneur to golf, right?

Both of us feel, John, that as an entrepreneur, it's not always glamorous and it's not full of glory. There are times often throughout the day that you're going to get punched in the face and you just got to start shoveling your way out of whatever mini crisis or mini failure that you're having. And we liken this whole experience of being an entrepreneur to golf, right?

Both of us feel, John, that as an entrepreneur, it's not always glamorous and it's not full of glory. There are times often throughout the day that you're going to get punched in the face and you just got to start shoveling your way out of whatever mini crisis or mini failure that you're having. And we liken this whole experience of being an entrepreneur to golf, right?

You pretty much hit really awful shots until you have one really good one that keeps you going. So we thought this metaphor was perfect for an entrepreneur. And that's why we included shovels.

You pretty much hit really awful shots until you have one really good one that keeps you going. So we thought this metaphor was perfect for an entrepreneur. And that's why we included shovels.

You pretty much hit really awful shots until you have one really good one that keeps you going. So we thought this metaphor was perfect for an entrepreneur. And that's why we included shovels.

So as we started the company, we started golf.com because I had a dream to help recreational golfers track and analyze their game online, be able to get scores on leaderboards of all the tournaments going around and book tee times and really get an official USGA handicap. So we started this in 1998 in the fall And by December 99, during the dot-com boom, we were acquired by Chipshot.com.

So as we started the company, we started golf.com because I had a dream to help recreational golfers track and analyze their game online, be able to get scores on leaderboards of all the tournaments going around and book tee times and really get an official USGA handicap. So we started this in 1998 in the fall And by December 99, during the dot-com boom, we were acquired by Chipshot.com.

So as we started the company, we started golf.com because I had a dream to help recreational golfers track and analyze their game online, be able to get scores on leaderboards of all the tournaments going around and book tee times and really get an official USGA handicap. So we started this in 1998 in the fall And by December 99, during the dot-com boom, we were acquired by Chipshot.com.

And they were going public, so they told us they were Sequoia-backed, and they had all their paperwork ready for filing their S-1 to go public in the spring. In March of 2000, just when everything was crashing in the dot-com era, we got a call from the CEO that told us that Sequoia had backed out, they were out of money, and they were going bankrupt and pulling us back in.

And they were going public, so they told us they were Sequoia-backed, and they had all their paperwork ready for filing their S-1 to go public in the spring. In March of 2000, just when everything was crashing in the dot-com era, we got a call from the CEO that told us that Sequoia had backed out, they were out of money, and they were going bankrupt and pulling us back in.