Mark Rampolla

And what was interesting is as we built our culture that had these different aspects to it, different personalities, different aspects that worked well, but all had this central core to them, what became so interesting is that culture became so strong, it helped me avoid mistakes. One example. I tried to hire a head of marketing and I was in this mindset where I knew better. I don't need any help.

And so I sort of did it myself and brought this person in. And within days, she was completely ineffective. The organism of Zico rejected her. And what I love is our culture was so strong, it wouldn't allow me, founder and CEO, to make a mistake. That's a powerful culture.

And so I sort of did it myself and brought this person in. And within days, she was completely ineffective. The organism of Zico rejected her. And what I love is our culture was so strong, it wouldn't allow me, founder and CEO, to make a mistake. That's a powerful culture.

And so I sort of did it myself and brought this person in. And within days, she was completely ineffective. The organism of Zico rejected her. And what I love is our culture was so strong, it wouldn't allow me, founder and CEO, to make a mistake. That's a powerful culture.

I think that's the key point. That's the key point. So, you know, as an example, and I see a lot of companies that make, make, the other extreme mistakes where they're so focused on culture. They only hire because of that and they miss skills do matter, right? Particularly at a certain, certain size of company.

I think that's the key point. That's the key point. So, you know, as an example, and I see a lot of companies that make, make, the other extreme mistakes where they're so focused on culture. They only hire because of that and they miss skills do matter, right? Particularly at a certain, certain size of company.

I think that's the key point. That's the key point. So, you know, as an example, and I see a lot of companies that make, make, the other extreme mistakes where they're so focused on culture. They only hire because of that and they miss skills do matter, right? Particularly at a certain, certain size of company.

And at the same time, or they're totally skill-based and don't have any culture that, that rarely works as well. But I also find the, the, the smartest leaders understand culture. To exactly your point, how every hire moves the culture, which way do you want to move it, right? And so what I've seen great organizations do is bring in certain hires at certain time that may intentionally shift.

And at the same time, or they're totally skill-based and don't have any culture that, that rarely works as well. But I also find the, the, the smartest leaders understand culture. To exactly your point, how every hire moves the culture, which way do you want to move it, right? And so what I've seen great organizations do is bring in certain hires at certain time that may intentionally shift.

And at the same time, or they're totally skill-based and don't have any culture that, that rarely works as well. But I also find the, the, the smartest leaders understand culture. To exactly your point, how every hire moves the culture, which way do you want to move it, right? And so what I've seen great organizations do is bring in certain hires at certain time that may intentionally shift.

I'll give you one prime example. Even in our little firm, as Ground Force Capital, we're a small team. We have a really very strong culture. It is a close culture for finance, especially. We do a lot of communication, a lot of teamwork. and a lot of sort of radical communication, but we probably were leaning a little on the softer side. of where we probably need to go as we grow.

I'll give you one prime example. Even in our little firm, as Ground Force Capital, we're a small team. We have a really very strong culture. It is a close culture for finance, especially. We do a lot of communication, a lot of teamwork. and a lot of sort of radical communication, but we probably were leaning a little on the softer side. of where we probably need to go as we grow.

I'll give you one prime example. Even in our little firm, as Ground Force Capital, we're a small team. We have a really very strong culture. It is a close culture for finance, especially. We do a lot of communication, a lot of teamwork. and a lot of sort of radical communication, but we probably were leaning a little on the softer side. of where we probably need to go as we grow.

And so when we were making a recent hire, we were very intentional. We want to find something that's going to shift our culture a little bit more numeric, a little bit more results-driven, because we had shifted probably a little bit far that way, right? And so I think there's a time and place for recognizing, yeah, this person's going to shift us a little bit that way.

And so when we were making a recent hire, we were very intentional. We want to find something that's going to shift our culture a little bit more numeric, a little bit more results-driven, because we had shifted probably a little bit far that way, right? And so I think there's a time and place for recognizing, yeah, this person's going to shift us a little bit that way.

And so when we were making a recent hire, we were very intentional. We want to find something that's going to shift our culture a little bit more numeric, a little bit more results-driven, because we had shifted probably a little bit far that way, right? And so I think there's a time and place for recognizing, yeah, this person's going to shift us a little bit that way.

Maybe it's more customer, maybe it's more numeric, They can't be a total radical fit, but every person shifts the culture. If you do it with intention, you can get the shifts you want.

Maybe it's more customer, maybe it's more numeric, They can't be a total radical fit, but every person shifts the culture. If you do it with intention, you can get the shifts you want.

Maybe it's more customer, maybe it's more numeric, They can't be a total radical fit, but every person shifts the culture. If you do it with intention, you can get the shifts you want.

And for a phase, right? One of the things that I think great companies do is they recognize you can't plan forever. But you better be thinking 12 to 18 months, right? And so I see, particularly as a fast-growing organization, it's going to change. And so I'll give you another example. I've got a company I'm involved with right now that had a...