Pejman Ghadimi

It's not always like, oh, well, he's here exactly when we had an opening.

Perfect.

It never happens like that.

$30 an hour was what I wanted to pay for that job.

And the guy's like, yeah, make 300 grand a year.

You're like, fuck.

Yeah.

But you figure out a way to basically integrate that person because you realize not taking them is so much more risky and costly than taking them.

So you have to think ahead.

That's what I've always said.

In scale, you have to look at the trajectory of scale.

And manpower is the most volatile and hardest thing to fulfill in scaling.

You can always buy machinery.

You can always buy equipment.

like location, you can get temporary locations, you can buy more crates, you can do whatever, but you can't really bring the right people on exactly when you need them and put them in these cost boxes that are very tiny and then be like, well, this is so conveniently perfect.

And as I make more money, you'll make more money.

We're all good.

Everybody's happy and fantastic.

And don't fuck up, please.

But this is also because it makes us feel- Like the chicken or the egg.