Matthew Wadiak

So this is about five years of patent writing and submission to the U.S. Patent Office. We have about a dozen international patents. And it's really around dispensing concentrated solution in a pod, which can be anything from coffee, tea, to electrolysis, hydration, whatever.

it's an interesting question. You know, I, I think when you're in it and you're really in it, you're, you, you never in your head feel like you made it, even though you might be millions of people, even though celebrities might be talking about it every week in the, in the news, you never really feel that. And that's the weirdest thing. I guess now in retrospect, um,

it's an interesting question. You know, I, I think when you're in it and you're really in it, you're, you, you never in your head feel like you made it, even though you might be millions of people, even though celebrities might be talking about it every week in the, in the news, you never really feel that. And that's the weirdest thing. I guess now in retrospect, um,

it's an interesting question. You know, I, I think when you're in it and you're really in it, you're, you, you never in your head feel like you made it, even though you might be millions of people, even though celebrities might be talking about it every week in the, in the news, you never really feel that. And that's the weirdest thing. I guess now in retrospect, um,

Seeing the impact that that kind of cooking had on such a huge amount of people and meeting kids who are now adults who were children when they started cooking and they learned to cook through Blue Apron. I can now take a step back and appreciate what we did for the food system and how much good it became of teaching a new generation to cook.

Seeing the impact that that kind of cooking had on such a huge amount of people and meeting kids who are now adults who were children when they started cooking and they learned to cook through Blue Apron. I can now take a step back and appreciate what we did for the food system and how much good it became of teaching a new generation to cook.

Seeing the impact that that kind of cooking had on such a huge amount of people and meeting kids who are now adults who were children when they started cooking and they learned to cook through Blue Apron. I can now take a step back and appreciate what we did for the food system and how much good it became of teaching a new generation to cook.

But I think when you're really in the weeds, it's hard to really... Well, I think it's hard.

But I think when you're really in the weeds, it's hard to really... Well, I think it's hard.

But I think when you're really in the weeds, it's hard to really... Well, I think it's hard.

In a new big company, it doesn't matter what you're doing. Everything is trying to break your business. Everything. In every department, all the time. I think later, once businesses are more mature, it's not so crazy. But in a growing enterprise, it's very hard to appreciate the moments. I will say the thing that we did appreciate was... And this is really important culture.

In a new big company, it doesn't matter what you're doing. Everything is trying to break your business. Everything. In every department, all the time. I think later, once businesses are more mature, it's not so crazy. But in a growing enterprise, it's very hard to appreciate the moments. I will say the thing that we did appreciate was... And this is really important culture.

In a new big company, it doesn't matter what you're doing. Everything is trying to break your business. Everything. In every department, all the time. I think later, once businesses are more mature, it's not so crazy. But in a growing enterprise, it's very hard to appreciate the moments. I will say the thing that we did appreciate was... And this is really important culture.

We had such a good culture in the moments that we had, the team outings, the team events, the team meetings. The team is really the company. A product is in the company, to be clear. The team and the people are the company. Everything we've talked about today is irrelevant without the human beings behind it.

We had such a good culture in the moments that we had, the team outings, the team events, the team meetings. The team is really the company. A product is in the company, to be clear. The team and the people are the company. Everything we've talked about today is irrelevant without the human beings behind it.

We had such a good culture in the moments that we had, the team outings, the team events, the team meetings. The team is really the company. A product is in the company, to be clear. The team and the people are the company. Everything we've talked about today is irrelevant without the human beings behind it.

I mean, total, I think in our peak, like 6,000. But, you know, the core folks who were like the early ride or die people, you know, the couple hundred folks who were, you know, just there for the entire time, they were a special breed. And almost every one of them today is either a CEO or COO or founder of another company.

I mean, total, I think in our peak, like 6,000. But, you know, the core folks who were like the early ride or die people, you know, the couple hundred folks who were, you know, just there for the entire time, they were a special breed. And almost every one of them today is either a CEO or COO or founder of another company.

I mean, total, I think in our peak, like 6,000. But, you know, the core folks who were like the early ride or die people, you know, the couple hundred folks who were, you know, just there for the entire time, they were a special breed. And almost every one of them today is either a CEO or COO or founder of another company.

You know, as a younger person, it would be more about how and I think a lot of a lot of more mature executives say give this answer. But I think it's really true. Like, calm down, like work on your messaging, work on your communication, listen to people more. And you can still push hard and you can still, I think, drive people to be successful.