Reed Hastings

So I wanted the company to succeed more than I cared about myself.

And so twice I went to the board and said, look, you should hire a CEO who's got a shorthand in sales.

And I'll do product, and it's fine.

And both times, they rejected that idea.

And it's like, yeah, you are making mistakes.

They were clear about that.

But overall, we'd rather be investors in this company that you're doing than make that change.

And for me, it was a little bit, it's like confession, because I felt so guilty about those sales mistakes.

That then, you know, offering my role as sacrifice was sort of cleanse that wound and then get up and live to fight another day.

You know, there's a lot of talk about that, founder-led companies and not.

And I'm not sure that I buy into that very much.

There are some very bad founder-led companies.

There's some very good professional-led companies.

And there might be some correlation that founder-led ones are extraordinary.

But

You know, Microsoft under Satya Nadella has done incredibly well.

The most valued of any company ever, right?

Sundar Pichai.

I mean, you know, it's like I'm not sure that it's like such a strict correlation.

So I'm thrilled that Mark Zuckerberg's doing so well.