Lauren Wood

Yeah. Hypothetical feedback is very different than real life experience. And I think hypothetical feedback or, you know, saying what would you want is helpful to see, okay, what's, what's the mindset of the customer? What are they thinking about?

But it isn't until you actually show them and, or even if they're a paying customer and they have skin in the game that you're really gonna be able to understand how they're responding to something. Yeah. Yeah. I agree. Have there been any examples where you intuited a feature that didn't end up working out?

But it isn't until you actually show them and, or even if they're a paying customer and they have skin in the game that you're really gonna be able to understand how they're responding to something. Yeah. Yeah. I agree. Have there been any examples where you intuited a feature that didn't end up working out?

But it isn't until you actually show them and, or even if they're a paying customer and they have skin in the game that you're really gonna be able to understand how they're responding to something. Yeah. Yeah. I agree. Have there been any examples where you intuited a feature that didn't end up working out?

I wanted to ask you about building and leading teams, especially in the early days where you have people coming from all these different expertise and just in seeing the team you've built with Supco, it's like a world-class team. You've brought exceptional people together, but they also have different opinions.

I wanted to ask you about building and leading teams, especially in the early days where you have people coming from all these different expertise and just in seeing the team you've built with Supco, it's like a world-class team. You've brought exceptional people together, but they also have different opinions.

I wanted to ask you about building and leading teams, especially in the early days where you have people coming from all these different expertise and just in seeing the team you've built with Supco, it's like a world-class team. You've brought exceptional people together, but they also have different opinions.

And how do you create an environment where, like you said, people can test and they can learn and... you know, maybe there's some healthy friction, but you're able to still move forward.

And how do you create an environment where, like you said, people can test and they can learn and... you know, maybe there's some healthy friction, but you're able to still move forward.

And how do you create an environment where, like you said, people can test and they can learn and... you know, maybe there's some healthy friction, but you're able to still move forward.

Now I've thought it has been really cool to see the cadence at which you meet this every six weeks onsite team gets together. And then the daily connection of feedback. I mean, you've been building really quickly because of that. And I initially, I'll be totally honest when Nick was like, oh, we meet every day. I'm like, really? Like that feels like kind of a waste of time.

Now I've thought it has been really cool to see the cadence at which you meet this every six weeks onsite team gets together. And then the daily connection of feedback. I mean, you've been building really quickly because of that. And I initially, I'll be totally honest when Nick was like, oh, we meet every day. I'm like, really? Like that feels like kind of a waste of time.

Now I've thought it has been really cool to see the cadence at which you meet this every six weeks onsite team gets together. And then the daily connection of feedback. I mean, you've been building really quickly because of that. And I initially, I'll be totally honest when Nick was like, oh, we meet every day. I'm like, really? Like that feels like kind of a waste of time.

Do you really need to do that? Like, yes, it's early stage. Yes. It's a small number of people, but now you're like, what, 10 people? Yeah. About that. little more than that. That's like, you know, it's a lot of time. It's an expensive meeting.

Do you really need to do that? Like, yes, it's early stage. Yes. It's a small number of people, but now you're like, what, 10 people? Yeah. About that. little more than that. That's like, you know, it's a lot of time. It's an expensive meeting.

Do you really need to do that? Like, yes, it's early stage. Yes. It's a small number of people, but now you're like, what, 10 people? Yeah. About that. little more than that. That's like, you know, it's a lot of time. It's an expensive meeting.

And especially when resources are tight and I've kind of questioned it, but then I've seen the results of that type of touch point and just the fast iteration that you're able to do as a result. But then how does that scale? Like, what are you going to do now that you're like, what did you do at Splice, for example, just in terms of bringing people together?

And especially when resources are tight and I've kind of questioned it, but then I've seen the results of that type of touch point and just the fast iteration that you're able to do as a result. But then how does that scale? Like, what are you going to do now that you're like, what did you do at Splice, for example, just in terms of bringing people together?

And especially when resources are tight and I've kind of questioned it, but then I've seen the results of that type of touch point and just the fast iteration that you're able to do as a result. But then how does that scale? Like, what are you going to do now that you're like, what did you do at Splice, for example, just in terms of bringing people together?

that in-person time goes so far in building trust and allowing you to actually speed up as a result of it. You know, if people have human connections with their peers, you can ask those questions. You can be vulnerable. I'm not really sure how to do this. Or like I've been rabbit holing. Can you help me get out of the rabbit hole?