Kass Lazerow

It's, you know, it's a muscle that you have to develop and you get better at it the more you do it. So there's a lot of fear that you build up, right? Like, oh, my God, I don't ask this person for money. Oh, my God. At the end of the day, you know, it really is about your own fear because all they're going to say is yes or no. Right. It's like they say, no, just move on.

And that's something I think for me, Mike's much better at it than I am. But for me, I think I just realized, oh, like the worst thing could happen is they just say no. Right. That's it.

And that's something I think for me, Mike's much better at it than I am. But for me, I think I just realized, oh, like the worst thing could happen is they just say no. Right. That's it.

And that's something I think for me, Mike's much better at it than I am. But for me, I think I just realized, oh, like the worst thing could happen is they just say no. Right. That's it.

And they need the revenue to survive.

And they need the revenue to survive.

And they need the revenue to survive.

The split is totally there and you're dead. Yeah, you nailed it because that's exactly what you need. When you have co-founders, you really do need to figure out like how to balance out the skills. And if you overlap, there's going to be just absolute micromanagement and like paralysis of decisions.

The split is totally there and you're dead. Yeah, you nailed it because that's exactly what you need. When you have co-founders, you really do need to figure out like how to balance out the skills. And if you overlap, there's going to be just absolute micromanagement and like paralysis of decisions.

The split is totally there and you're dead. Yeah, you nailed it because that's exactly what you need. When you have co-founders, you really do need to figure out like how to balance out the skills. And if you overlap, there's going to be just absolute micromanagement and like paralysis of decisions.

So the best thing you can do is have a co-founder or more than one co-founder that had different skills. And that's when things really gel and you build this like implicit trust and you can move very fast.

So the best thing you can do is have a co-founder or more than one co-founder that had different skills. And that's when things really gel and you build this like implicit trust and you can move very fast.

So the best thing you can do is have a co-founder or more than one co-founder that had different skills. And that's when things really gel and you build this like implicit trust and you can move very fast.

It's the mental bandwidth that it takes up in your brain going, is this person really doing their job? And then that takes you away from doing what you're great at.

It's the mental bandwidth that it takes up in your brain going, is this person really doing their job? And then that takes you away from doing what you're great at.

It's the mental bandwidth that it takes up in your brain going, is this person really doing their job? And then that takes you away from doing what you're great at.

When I say I'm going to do something for Mike, he doesn't have to worry. When he says he's going to do something, he delivers. So when you have that and you're starting a company and then you're running it and then you start to get like super fast and you hit the gas and you're scaling, that's what you need. You need someone who's not going to drop the ball when you hand off things to them.

When I say I'm going to do something for Mike, he doesn't have to worry. When he says he's going to do something, he delivers. So when you have that and you're starting a company and then you're running it and then you start to get like super fast and you hit the gas and you're scaling, that's what you need. You need someone who's not going to drop the ball when you hand off things to them.

When I say I'm going to do something for Mike, he doesn't have to worry. When he says he's going to do something, he delivers. So when you have that and you're starting a company and then you're running it and then you start to get like super fast and you hit the gas and you're scaling, that's what you need. You need someone who's not going to drop the ball when you hand off things to them.

And also coming back to what you said, Ryan, which is, does the entrepreneur or do the co-founders know what they don't know so that they're filling in the gaps, those holes you talked about earlier with the right people around them in their leadership team? So I'm always looking for that.