Mustafa Suleyman

One thing that I've struggled with is

is um in larger organizations naturally because there's like tens or hundreds of thousands of people there's different people with different motivations in a startup you know that everyone is do or die you know and and maybe there's one or two that aren't and they get rotated out but they're like there for it and in a bigger organization it's not always true like some people are just

We have a process for feedback and iteration and retrospective, and that will really, really help.

One thing that I've struggled with is

is um in larger organizations naturally because there's like tens or hundreds of thousands of people there's different people with different motivations in a startup you know that everyone is do or die you know and and maybe there's one or two that aren't and they get rotated out but they're like there for it and in a bigger organization it's not always true like some people are just

you know, kind of happy in the rhythm that they're in.

And so one of my learnings is, you know, to kind of learn to energize those people and find a, you know, sort of practical flow to kind of get them in and get them being useful.

you know, kind of happy in the rhythm that they're in.

And so one of my learnings is, you know, to kind of learn to energize those people and find a, you know, sort of practical flow to kind of get them in and get them being useful.

Oh, man, I don't think about legacy.

I think about the future.

But you're totally right.

I mean, let me think about that.

That's a hard one for me.

I mean, I hope that like...

Oh, man, I don't think about legacy.

I think about the future.

I'm able to live my values authentically and let people know what I'm trying to do, give people an opportunity to disagree with it, but fundamentally move at pace to experiment with this new approach of AI companions and emotionally intelligent AIs.

But you're totally right.

I mean, let me think about that.