Mark Rampolla

That single point where it's really changed my life in many ways. Like everything I do in my life now is an experiment. This is an experiment. How's it working? Is it working? Are we going to do this again? Should we do this differently sometime? I've come to, it's so liberating to realize nobody has it figured out. You don't have to have it figured out. It's all testing. It's all learning.

And that is just, to me, so freeing. So we do that and encourage our companies to do that with everything, right? The hypothesis is we're going to hire this person, they're going to work out. The hypothesis is we're going to have this culture and it's going to deliver this way, right? And those things are always going to be tested and learned over time.

And that is just, to me, so freeing. So we do that and encourage our companies to do that with everything, right? The hypothesis is we're going to hire this person, they're going to work out. The hypothesis is we're going to have this culture and it's going to deliver this way, right? And those things are always going to be tested and learned over time.

And that is just, to me, so freeing. So we do that and encourage our companies to do that with everything, right? The hypothesis is we're going to hire this person, they're going to work out. The hypothesis is we're going to have this culture and it's going to deliver this way, right? And those things are always going to be tested and learned over time.

And then the simple term for it is non-attachment to the outcome. You set the intention, you drive towards it, and you take a step back and learn. And I think it is constant curiosity. Be aware of one's attachment to being right. Yeah, you know what? I want to be right about this. I want this hypothesis to be right. Let's learn, right? Maybe I'm wrong and we all get to learn.

And then the simple term for it is non-attachment to the outcome. You set the intention, you drive towards it, and you take a step back and learn. And I think it is constant curiosity. Be aware of one's attachment to being right. Yeah, you know what? I want to be right about this. I want this hypothesis to be right. Let's learn, right? Maybe I'm wrong and we all get to learn.

And then the simple term for it is non-attachment to the outcome. You set the intention, you drive towards it, and you take a step back and learn. And I think it is constant curiosity. Be aware of one's attachment to being right. Yeah, you know what? I want to be right about this. I want this hypothesis to be right. Let's learn, right? Maybe I'm wrong and we all get to learn.

The first that comes to mind as we're talking about this is assuming they have to solve it all up front before they get out and learn. This is nothing like getting out and learn. You know, fail fast, iterate constantly. That's the first thing that comes to mind. I think what you talked about, the sort of in-depth getting to know customers and the real need behind the need, that's it.

The first that comes to mind as we're talking about this is assuming they have to solve it all up front before they get out and learn. This is nothing like getting out and learn. You know, fail fast, iterate constantly. That's the first thing that comes to mind. I think what you talked about, the sort of in-depth getting to know customers and the real need behind the need, that's it.

The first that comes to mind as we're talking about this is assuming they have to solve it all up front before they get out and learn. This is nothing like getting out and learn. You know, fail fast, iterate constantly. That's the first thing that comes to mind. I think what you talked about, the sort of in-depth getting to know customers and the real need behind the need, that's it.

There's an art and science to that, right? I just spoke to a candidate for one company we're looking at for a leadership role who's got a background in culture anthropology. Right. I love that background, right? Like just conceptually, the way to think really deeply, how does somebody make decisions and why, what's behind that? And what does that really mean to understand that?

There's an art and science to that, right? I just spoke to a candidate for one company we're looking at for a leadership role who's got a background in culture anthropology. Right. I love that background, right? Like just conceptually, the way to think really deeply, how does somebody make decisions and why, what's behind that? And what does that really mean to understand that?

There's an art and science to that, right? I just spoke to a candidate for one company we're looking at for a leadership role who's got a background in culture anthropology. Right. I love that background, right? Like just conceptually, the way to think really deeply, how does somebody make decisions and why, what's behind that? And what does that really mean to understand that?

And what are those triggers and what are those decision makers they make to really be thoughtful about that? And I also think it's amazing how often I see companies that don't really understand where their customers make money. Where do they make money? And how do you align with that? What are their real values? I'll give you a prime example.

And what are those triggers and what are those decision makers they make to really be thoughtful about that? And I also think it's amazing how often I see companies that don't really understand where their customers make money. Where do they make money? And how do you align with that? What are their real values? I'll give you a prime example.

And what are those triggers and what are those decision makers they make to really be thoughtful about that? And I also think it's amazing how often I see companies that don't really understand where their customers make money. Where do they make money? And how do you align with that? What are their real values? I'll give you a prime example.

We're dealing now more and more with companies that are not just B2C, but are B2B and sort of the food supply chain. And a lot of them are climate related ones where they have often very clear data they can show on climate mitigation. And the ones that I'm interested in, though, anyone's talking about how much carbon they're going to reduce, the effect they're going to have on the environment.

We're dealing now more and more with companies that are not just B2C, but are B2B and sort of the food supply chain. And a lot of them are climate related ones where they have often very clear data they can show on climate mitigation. And the ones that I'm interested in, though, anyone's talking about how much carbon they're going to reduce, the effect they're going to have on the environment.

We're dealing now more and more with companies that are not just B2C, but are B2B and sort of the food supply chain. And a lot of them are climate related ones where they have often very clear data they can show on climate mitigation. And the ones that I'm interested in, though, anyone's talking about how much carbon they're going to reduce, the effect they're going to have on the environment.

If they're not talking dollars and cents from their customers, we're out. Because the smart ones say, look, I'm going to, I'm selling to Target a new material science packaging solution, but it is cost competitive and it saves them money. And oh, by the way, it also has CO2 reduction.