Reed Hastings

Of course, the more nuanced one is to have a conversation with them.

Like, I wouldn't fight that hard.

Let's try to change that and try to not surprise them and be honest with them.

Shifting at the standard industrial model is like you nearly have to commit a crime to get fired.

Sure.

Pure Software was like 91 to 97.

And we went public in 1995, strangely, the week before Netscape.

So for one week, we were the hot tech IPO.

But it was challenging.

I didn't really understand how to run enterprise sales, and so I kept picking the wrong person.

That held us back for sure.

We could have grown faster, better, and be a more successful company if I had more of an adept hand at enterprise sales.

So we had incredible products because we doubled our sales every year.

despite the fact of turning over the sales team every year.

So, but again, if we had done, if I had done a better job of sales, we could have been even much more successful.

So I don't know, take like Atlassian in the modern era here, that's been a phenomenal software tools company.

Yeah.

I mean, each case was a little bit unique, but and, you know, it's possible that I made the wrong calls and I should have just kept the first one the whole time.

So, you know, again, but it was my bad decisions, you know, either on the hiring or the firing in this one area sales, whereas in this other area developing the product, we were very shorthanded and we had we had, you know, the hottest products of that time.

Yeah, I don't think I felt sorry for myself, but I did feel like I was hurting the company back to these sales turnovers and back to caring more about the company than myself.