Michael Rubin

Look, I have seen lots of people that were in different jobs, find that entrepreneurialism within themselves, and then go out and do absolutely amazing things. I've seen lots of people go out and fail miserably and then do amazing things afterward. So, you know, to me, I think it's about having the self-confidence to not be scared to fail.

Look, I have seen lots of people that were in different jobs, find that entrepreneurialism within themselves, and then go out and do absolutely amazing things. I've seen lots of people go out and fail miserably and then do amazing things afterward. So, you know, to me, I think it's about having the self-confidence to not be scared to fail.

It's about having the ability to come up with the right idea and test idea, make sure it's big enough to go out and put your energy into it. And it's about doing things you love too. You have to love this. If you don't love it, like why do it?

It's about having the ability to come up with the right idea and test idea, make sure it's big enough to go out and put your energy into it. And it's about doing things you love too. You have to love this. If you don't love it, like why do it?

No. Never. I'm going to tell you why. Because I'm immune and numb to it. Like I've had so many... I could go through like every week of this year and there's always disasters. There's always... You're like... This year, for sure. By the way, I'll give you an example. It's like someone walks in and say, hey, this tariff thing came and it costs $100 million. I'm like... What are we doing about it?

No. Never. I'm going to tell you why. Because I'm immune and numb to it. Like I've had so many... I could go through like every week of this year and there's always disasters. There's always... You're like... This year, for sure. By the way, I'll give you an example. It's like someone walks in and say, hey, this tariff thing came and it costs $100 million. I'm like... What are we doing about it?

How do we turn this into an opportunity? Like you can use these things.

How do we turn this into an opportunity? Like you can use these things.

Yeah, profits. Oh my, all right.

Yeah, profits. Oh my, all right.

Sometimes those can be really good things because you build up, like right now, here's the way- So you go straight to like- Take the existing crisis we're in right now, the tariff crisis, okay? I got together with my team, that business, $7 billion business. We have 8,000 employees in that team, actually more than that in that team. And I said, guys, this is a great opportunity. Like-

Sometimes those can be really good things because you build up, like right now, here's the way- So you go straight to like- Take the existing crisis we're in right now, the tariff crisis, okay? I got together with my team, that business, $7 billion business. We have 8,000 employees in that team, actually more than that in that team. And I said, guys, this is a great opportunity. Like-

We have to reinvent our supply chain. We have to be fast. And by the way, the CEO of that business is amazing. This guy, Andrew. Amazing. He's so good, Andrew. He's been talking about these things. And I'm like, well, now we have to do these things faster. We need to own less inventory. We need to turn faster. We need to change how we actually make goods. I'm almost excited by it.

We have to reinvent our supply chain. We have to be fast. And by the way, the CEO of that business is amazing. This guy, Andrew. Amazing. He's so good, Andrew. He's been talking about these things. And I'm like, well, now we have to do these things faster. We need to own less inventory. We need to turn faster. We need to change how we actually make goods. I'm almost excited by it.

I will tell you, I had not one negative feeling to someone saying, we're going to lose $100 million in profits, not revenue. This year? Great. How do we help that to be better in the future? I could give you 10 examples right now of different things like that. I mean, you know, probably the only thing where I feel pain, probably I came up with one thing where I feel pain.

I will tell you, I had not one negative feeling to someone saying, we're going to lose $100 million in profits, not revenue. This year? Great. How do we help that to be better in the future? I could give you 10 examples right now of different things like that. I mean, you know, probably the only thing where I feel pain, probably I came up with one thing where I feel pain.

A sight outage.

A sight outage.

I'm being serious. I remember Super Bowl like five or six years ago, there was so much traffic. The site went down. I feel like someone's stabbing me. And I'm caught. And like, you know, if you keep calling the guy who runs technology, he's not actually... No, he's actually fixing the problem. He's trying to fix the problem with his team. You have to boost that.

I'm being serious. I remember Super Bowl like five or six years ago, there was so much traffic. The site went down. I feel like someone's stabbing me. And I'm caught. And like, you know, if you keep calling the guy who runs technology, he's not actually... No, he's actually fixing the problem. He's trying to fix the problem with his team. You have to boost that.