Maria Angelidou

And then there is, if you have existing products already, your company with multiple products already, There's obviously maintenance of those products, also known as KTLO, and internal productivity. Those are the three major categories of investment. If you are a company that has already multiple product lines and you have hundreds of millions in revenue,

And then there is, if you have existing products already, your company with multiple products already, There's obviously maintenance of those products, also known as KTLO, and internal productivity. Those are the three major categories of investment. If you are a company that has already multiple product lines and you have hundreds of millions in revenue,

That's where you start being very, very intentional because the percent of your allocation to your existing product starts to go up. And so ideally, that is not more than what you invest in your new products, right? So let's say you invest 30 to 40% in your existing products and 30 to 40% in new products.

That's where you start being very, very intentional because the percent of your allocation to your existing product starts to go up. And so ideally, that is not more than what you invest in your new products, right? So let's say you invest 30 to 40% in your existing products and 30 to 40% in new products.

That's where you start being very, very intentional because the percent of your allocation to your existing product starts to go up. And so ideally, that is not more than what you invest in your new products, right? So let's say you invest 30 to 40% in your existing products and 30 to 40% in new products.

And then the rest, whatever it is, 25, 30% goes to maintain like KTLO and internal productivity. As part of that new products bucket, my advice is to keep at least 5%, maybe 10% of capacity that goes into planting new seeds.

And then the rest, whatever it is, 25, 30% goes to maintain like KTLO and internal productivity. As part of that new products bucket, my advice is to keep at least 5%, maybe 10% of capacity that goes into planting new seeds.

And then the rest, whatever it is, 25, 30% goes to maintain like KTLO and internal productivity. As part of that new products bucket, my advice is to keep at least 5%, maybe 10% of capacity that goes into planting new seeds.

Yeah.

Yeah.

Yeah.

that you hire people that are better than you, stronger than you, smarter than you. Actually, when I was at Facebook, Mark used to say, you should hire people that you would want to report to. And I completely agree with that. So that's one. The second thing is like when I hire- Do you though?

that you hire people that are better than you, stronger than you, smarter than you. Actually, when I was at Facebook, Mark used to say, you should hire people that you would want to report to. And I completely agree with that. So that's one. The second thing is like when I hire- Do you though?

that you hire people that are better than you, stronger than you, smarter than you. Actually, when I was at Facebook, Mark used to say, you should hire people that you would want to report to. And I completely agree with that. So that's one. The second thing is like when I hire- Do you though?

I've been doing this for 10 years. But they can be better than you. But they're not. Exactly. I mean, it depends on the level and like for people who report to me, absolutely. I want them to be better than me. That's why I'm hiring them. Obviously, if you are hiring someone who, I don't know, three levels down from you, it's not going to be at that point, but you're still hiring for potential.

I've been doing this for 10 years. But they can be better than you. But they're not. Exactly. I mean, it depends on the level and like for people who report to me, absolutely. I want them to be better than me. That's why I'm hiring them. Obviously, if you are hiring someone who, I don't know, three levels down from you, it's not going to be at that point, but you're still hiring for potential.

I've been doing this for 10 years. But they can be better than you. But they're not. Exactly. I mean, it depends on the level and like for people who report to me, absolutely. I want them to be better than me. That's why I'm hiring them. Obviously, if you are hiring someone who, I don't know, three levels down from you, it's not going to be at that point, but you're still hiring for potential.

Maybe they're not better than me on all dimensions, but you can see yourself reporting to that person. That's the essence of it. With some more experience or whatever it is, you would be happy reporting to that person because you know at some point they're going to be better than you on all dimensions.

Maybe they're not better than me on all dimensions, but you can see yourself reporting to that person. That's the essence of it. With some more experience or whatever it is, you would be happy reporting to that person because you know at some point they're going to be better than you on all dimensions.

Maybe they're not better than me on all dimensions, but you can see yourself reporting to that person. That's the essence of it. With some more experience or whatever it is, you would be happy reporting to that person because you know at some point they're going to be better than you on all dimensions.