Patrick O'Shaughnessy

Because when I was talking to your colleague before we started and asked them to describe you in two words or two phrases, one of them was related to the scope of ambition and the second one was related to the pace of execution.

We'll talk about both.

But starting with scope of ambition, it does seem as though that's been a common theme in your various entrepreneurial stories that maybe you're just wired to click the ambition dial a couple points higher than most people are.

So I'm curious how intentional that is and also whether you think more people should think that way.

Well, it's funny you say that because I wasn't part of that conversation because it showed up earlier than I did here.

What are the keys to moving fast at scale?

You always hear that pace is the advantage of the startup, right?

Like they can move a lot faster than the incumbent, but you're trying to do this at scale.

So what's specifically about moving fast, even when there's lots of people and lots of companies and lots of stuff going on?

What have you found unlocks speed for you and your teams?

They've been living the business maybe for 10 or 20 years.

What is your favorite part about post-acquisition integration?

Speed.

How do you do the cultural component of that, especially if the culture leans most different from the culture that you've been running?

Are there most common sources of bloat that you've seen in companies that you've acquired?

Oh yeah, I've seen lots of bloat.

If you could have a five-hour session around a nice fall fire with Mr. J and two or three other people, who would you pick?

Who would you add to that conversation?

Pretty wonderful.

Yeah.