Kass Lazerow

They're thriving. They saw a mom that worked really hard, that was generous and loves giving back. And that is almost more important, the modeling than you do than being there 100% of the time. So it's not going to be easy. You're going to feel a whole lot of guilt and everything's going to be good.

Well, in the beginning, when you are a startup and you're going zero to one, you're definitely going to need people who wear multiple hats. So if you looked at a couple of our first employees, they did multiple things in the company and you can't really divide out departments or processes really yet. But once you start getting customers and you start having that repeat revenue,

Well, in the beginning, when you are a startup and you're going zero to one, you're definitely going to need people who wear multiple hats. So if you looked at a couple of our first employees, they did multiple things in the company and you can't really divide out departments or processes really yet. But once you start getting customers and you start having that repeat revenue,

Well, in the beginning, when you are a startup and you're going zero to one, you're definitely going to need people who wear multiple hats. So if you looked at a couple of our first employees, they did multiple things in the company and you can't really divide out departments or processes really yet. But once you start getting customers and you start having that repeat revenue,

Then it's time to scale. And that's where money balling really comes into play because you're going to have to make decisions on where does everyone fit best and they need to do that one thing. So finding teams, we always found people through people we knew and then we incentivized others. all of our team to bring in their friends. We had that theory that birds of a feather flock together.

Then it's time to scale. And that's where money balling really comes into play because you're going to have to make decisions on where does everyone fit best and they need to do that one thing. So finding teams, we always found people through people we knew and then we incentivized others. all of our team to bring in their friends. We had that theory that birds of a feather flock together.

Then it's time to scale. And that's where money balling really comes into play because you're going to have to make decisions on where does everyone fit best and they need to do that one thing. So finding teams, we always found people through people we knew and then we incentivized others. all of our team to bring in their friends. We had that theory that birds of a feather flock together.

We knew that someone was not going to bring someone in that wasn't going to be the same kind of, we call them buddies back then, buddy that we all wanted, that would work hard, lift people up, root for everybody and be supportive. So that really helped. Hiring managers, very hard.

We knew that someone was not going to bring someone in that wasn't going to be the same kind of, we call them buddies back then, buddy that we all wanted, that would work hard, lift people up, root for everybody and be supportive. So that really helped. Hiring managers, very hard.

We knew that someone was not going to bring someone in that wasn't going to be the same kind of, we call them buddies back then, buddy that we all wanted, that would work hard, lift people up, root for everybody and be supportive. So that really helped. Hiring managers, very hard.

You also got to be very careful about who you promote as a manager because you better make sure that they're doing their job and also leading at the same time before you promote them. So it's a combination of really understanding that over time,

You also got to be very careful about who you promote as a manager because you better make sure that they're doing their job and also leading at the same time before you promote them. So it's a combination of really understanding that over time,

You also got to be very careful about who you promote as a manager because you better make sure that they're doing their job and also leading at the same time before you promote them. So it's a combination of really understanding that over time,

Not everybody scales, which is a really tough lesson because you might have a ton of people there that are really cultural anchors in the company, but they can't move forward in a scaled company, in a big company. And you have to be the leader who can make those decisions.

Not everybody scales, which is a really tough lesson because you might have a ton of people there that are really cultural anchors in the company, but they can't move forward in a scaled company, in a big company. And you have to be the leader who can make those decisions.

Not everybody scales, which is a really tough lesson because you might have a ton of people there that are really cultural anchors in the company, but they can't move forward in a scaled company, in a big company. And you have to be the leader who can make those decisions.

You go first, Mike.

You go first, Mike.

You go first, Mike.

I'm going to say, who are your first five hires and why? I want to see how are they going to build a team? Do they need a team? Do they think they need a team? Do they know what they don't know? And I want to hear their reasoning for those hires. That tells me a lot about how they think, which is why I usually do all the due diligence on our investments with the people side of it.