Luca Ferrari

And I think, at least personally, and certainly my capacity as a company, that slowed me down, caused me some pain that, in hindsight, unwarranted and didn't bring any good to anybody.

So I felt pain and others benefited as a consequence.

And instead, when you have a clear idea, you believe that's the right approach.

And of course, you have listened to input, intellectual honesty, openness.

So it's not a matter of pride, just a matter of intellectual conviction.

Then I think being able to just accept disagreement, pissing some people off and just going very straight toward that goal is a superpower.

Not perfect at that for sure, but I'm much better today than I was when I started.

But at least the first seven or eight years, I think I was absolutely terrible at it.

Thankfully, others on the team were better.

And so as usual in a team, you complement each other.

I think a lot of management teams are too worried about having a percentage, for example, of their team disagreeing with them, criticizing them.

Instead, I think they should really try to, if they believe they've got the solution, the path ahead, they should be uncompromising in that regard.

The beginning, again, we had those 40,000 euros.

So we were trying to do some consulting, like I said, which never worked.

Basically brought no revenue, pretty much.

The first acquisition, I think we closed it within the year, so pretty quickly.

And we paid 10,000 for it.

I don't remember what it was called.

It was an iOS app to personalize your keyboard.

Ultimately made 20,000 off it.