Neil Mehta

I think like a reasonably high growth is very good for companies. And Mario Andretti quote, where it's like, if everything's under control, you're not going fast enough type thing. It is healthy in my mind, in the businesses I've been involved in. It's healthy to let a few things break here or there in order to keep pushing. And that results in a high growth.

I think like a reasonably high growth is very good for companies. And Mario Andretti quote, where it's like, if everything's under control, you're not going fast enough type thing. It is healthy in my mind, in the businesses I've been involved in. It's healthy to let a few things break here or there in order to keep pushing. And that results in a high growth.

And I'm especially for software companies or bits companies rather than Adams companies. I think it's good.

And I'm especially for software companies or bits companies rather than Adams companies. I think it's good.

A lot. Yeah. And by the way, what's interesting is almost every company in our portfolio that's been successful has had many hundred plus year over year growth rates. Wiz is a great example.

A lot. Yeah. And by the way, what's interesting is almost every company in our portfolio that's been successful has had many hundred plus year over year growth rates. Wiz is a great example.

When the war started more recently, when Hamas attacked Israel and some disproportionate share of the people involved in Wiz and the go-to-market team and the engineering team went to go serve for their country. Of course, our natural reaction, I think it was like Q3 or it was October, of course. So we're like, ah, this is the right thing.

When the war started more recently, when Hamas attacked Israel and some disproportionate share of the people involved in Wiz and the go-to-market team and the engineering team went to go serve for their country. Of course, our natural reaction, I think it was like Q3 or it was October, of course. So we're like, ah, this is the right thing.

And of course, we should just absolve the company of any expectations for November and December. Just forget even reporting. Just worry about your people and worry about the country. I think they have like one of their best quarters. They're just like, that doesn't mean we're going to slow down. We're going to keep going. Having unreasonable expectations is a competitive advantage.

And of course, we should just absolve the company of any expectations for November and December. Just forget even reporting. Just worry about your people and worry about the country. I think they have like one of their best quarters. They're just like, that doesn't mean we're going to slow down. We're going to keep going. Having unreasonable expectations is a competitive advantage.

Another example of this is on... who grew the business incredibly fast at Coupang for a long time. And oftentimes when you have strong product market fit, it is like your moral obligation to drive it as fast as possible. But things break along the way, especially if you're in the Adams business too. And at points we had stock outs and were constrained by what we could offer consumers.

Another example of this is on... who grew the business incredibly fast at Coupang for a long time. And oftentimes when you have strong product market fit, it is like your moral obligation to drive it as fast as possible. But things break along the way, especially if you're in the Adams business too. And at points we had stock outs and were constrained by what we could offer consumers.

We had to hire more drivers. We had to build more warehouses. We had a year that was like 18% year over year growth. And there were people involved in the company that were telling BOM, oh, that's good. You don't need to take it back up. Just leave it. You know, Amazon never grew more than 30% year over year. That's fine. You're good. Just get back to 30.

We had to hire more drivers. We had to build more warehouses. We had a year that was like 18% year over year growth. And there were people involved in the company that were telling BOM, oh, that's good. You don't need to take it back up. Just leave it. You know, Amazon never grew more than 30% year over year. That's fine. You're good. Just get back to 30.

I remember having this conversation with BOM and I said, I think... One of the hardest things you'll ever have to do is convincing everybody at the company to be a high growth company again, to try to take that growth rate well above 30 and start to bring a growth mindset, a growth culture back to the organization. He commented to me many years later. So it was one of the hardest things we did.

I remember having this conversation with BOM and I said, I think... One of the hardest things you'll ever have to do is convincing everybody at the company to be a high growth company again, to try to take that growth rate well above 30 and start to bring a growth mindset, a growth culture back to the organization. He commented to me many years later. So it was one of the hardest things we did.

I'm so glad we did. I'm so glad we became a high growth firm again.

I'm so glad we did. I'm so glad we became a high growth firm again.

I think it starts well before a first meeting. I think it starts with figuring out why you wanna meet someone. Why are you differentially great for that person to meet? What do you understand about that business? What do you understand about that opportunity? For a vast majority of what happens in our market, we and I are not the right person to have that first meeting with.

I think it starts well before a first meeting. I think it starts with figuring out why you wanna meet someone. Why are you differentially great for that person to meet? What do you understand about that business? What do you understand about that opportunity? For a vast majority of what happens in our market, we and I are not the right person to have that first meeting with.