Matt Grimm

And I think that like you can take that mindset, you can take that approach. And bring that to everything from our facilities to our IT stack to our recruiting process. Literally everything as a company, we should be in a position where we say like, okay, great, we achieved that milestone. What can we do better next time? What's the learning? What should we change?

And I think that like you can take that mindset, you can take that approach. And bring that to everything from our facilities to our IT stack to our recruiting process. Literally everything as a company, we should be in a position where we say like, okay, great, we achieved that milestone. What can we do better next time? What's the learning? What should we change?

yes however i think that point is is kind of hyperbolic if the decision is truly genuinely tomorrow and there's new information that is coming today yeah waiting for tomorrow is better that's in practice it's not actually the point that the question is trying to get at the point that the question to get at is like over analyzing over data collecting driving to consensus amongst large committees

yes however i think that point is is kind of hyperbolic if the decision is truly genuinely tomorrow and there's new information that is coming today yeah waiting for tomorrow is better that's in practice it's not actually the point that the question is trying to get at the point that the question to get at is like over analyzing over data collecting driving to consensus amongst large committees

yes however i think that point is is kind of hyperbolic if the decision is truly genuinely tomorrow and there's new information that is coming today yeah waiting for tomorrow is better that's in practice it's not actually the point that the question is trying to get at the point that the question to get at is like over analyzing over data collecting driving to consensus amongst large committees

over many, many, many, many months, getting to a groupthink decision at the end, yeah, is always net worse than making a quick decision, seeing the impact of it, learning from it, and then maybe changing course, maybe changing tact completely. Yeah, almost always, delaying's worse. How much money have you raised to this point, give or take? give or take.

over many, many, many, many months, getting to a groupthink decision at the end, yeah, is always net worse than making a quick decision, seeing the impact of it, learning from it, and then maybe changing course, maybe changing tact completely. Yeah, almost always, delaying's worse. How much money have you raised to this point, give or take? give or take.

over many, many, many, many months, getting to a groupthink decision at the end, yeah, is always net worse than making a quick decision, seeing the impact of it, learning from it, and then maybe changing course, maybe changing tact completely. Yeah, almost always, delaying's worse. How much money have you raised to this point, give or take? give or take.

Short of debt, it would be about $4 billion. With debt, it'd be about $5 billion. Who runs the fundraise process? It's changed over the years. So in the early days, and this is because our investor profile has changed over the years too, and surely you have... the notes of who's led each round and who's participated in each round.

Short of debt, it would be about $4 billion. With debt, it'd be about $5 billion. Who runs the fundraise process? It's changed over the years. So in the early days, and this is because our investor profile has changed over the years too, and surely you have... the notes of who's led each round and who's participated in each round.

Short of debt, it would be about $4 billion. With debt, it'd be about $5 billion. Who runs the fundraise process? It's changed over the years. So in the early days, and this is because our investor profile has changed over the years too, and surely you have... the notes of who's led each round and who's participated in each round.

In the early days, it was exclusively Trey who would run our fundraising processes, and he would put Palmer or me or Brian or some of our key engineers in front of investors at the right time to get to whatever questions they had or whatever their concerns were. But really, it was orchestrated by Trey. In the later years, the more recent years, that shifted to our CFO, Bobak, entirely done

In the early days, it was exclusively Trey who would run our fundraising processes, and he would put Palmer or me or Brian or some of our key engineers in front of investors at the right time to get to whatever questions they had or whatever their concerns were. But really, it was orchestrated by Trey. In the later years, the more recent years, that shifted to our CFO, Bobak, entirely done

In the early days, it was exclusively Trey who would run our fundraising processes, and he would put Palmer or me or Brian or some of our key engineers in front of investors at the right time to get to whatever questions they had or whatever their concerns were. But really, it was orchestrated by Trey. In the later years, the more recent years, that shifted to our CFO, Bobak, entirely done

I mean, I think there are certainly individual R&D efforts. I don't think I would say, oh, we could have done this on half as much money. No, not at all. I mean, if anything, I think we should raise more and go faster.

I mean, I think there are certainly individual R&D efforts. I don't think I would say, oh, we could have done this on half as much money. No, not at all. I mean, if anything, I think we should raise more and go faster.

I mean, I think there are certainly individual R&D efforts. I don't think I would say, oh, we could have done this on half as much money. No, not at all. I mean, if anything, I think we should raise more and go faster.

Yeah. How many of them are lying?

Yeah. How many of them are lying?

Yeah. How many of them are lying?