Reid Hoffman

So the basic idea was to say, when you're hyperscaling to a market, obviously everyone wants to have as much revenue and as much customers in our house per employee is one of the ways to benchmark businesses. But almost all businesses also get to growing their employee base for various reasons.

So the basic idea was to say, when you're hyperscaling to a market, obviously everyone wants to have as much revenue and as much customers in our house per employee is one of the ways to benchmark businesses. But almost all businesses also get to growing their employee base for various reasons.

What we realized was in our very earliest days, move fast and break things was the way to optimize speed. And then in our later days, the way to optimize speed was move fast with stable infrastructure because we broke the infrastructure. It was too hard to fix. And we suddenly were moving slower. So it's still both speed principles.

What we realized was in our very earliest days, move fast and break things was the way to optimize speed. And then in our later days, the way to optimize speed was move fast with stable infrastructure because we broke the infrastructure. It was too hard to fix. And we suddenly were moving slower. So it's still both speed principles.

What we realized was in our very earliest days, move fast and break things was the way to optimize speed. And then in our later days, the way to optimize speed was move fast with stable infrastructure because we broke the infrastructure. It was too hard to fix. And we suddenly were moving slower. So it's still both speed principles.

What we realized was in our very earliest days, move fast and break things was the way to optimize speed. And then in our later days, the way to optimize speed was move fast with stable infrastructure because we broke the infrastructure. It was too hard to fix. And we suddenly were moving slower. So it's still both speed principles.

What we realized was in our very earliest days, move fast and break things was the way to optimize speed. And then in our later days, the way to optimize speed was move fast with stable infrastructure because we broke the infrastructure. It was too hard to fix. And we suddenly were moving slower. So it's still both speed principles.

It's sales and new products and features, new product lines and customer service and account management and finance and everything else. So you, generally speaking, need to be scaling your employee base. at some rate with your business.

It's sales and new products and features, new product lines and customer service and account management and finance and everything else. So you, generally speaking, need to be scaling your employee base. at some rate with your business.

It's sales and new products and features, new product lines and customer service and account management and finance and everything else. So you, generally speaking, need to be scaling your employee base. at some rate with your business.

It's sales and new products and features, new product lines and customer service and account management and finance and everything else. So you, generally speaking, need to be scaling your employee base. at some rate with your business.

It's sales and new products and features, new product lines and customer service and account management and finance and everything else. So you, generally speaking, need to be scaling your employee base. at some rate with your business.

But those changes, because, for example, move fast and break things work totally fine when you're 40 people. When you're 500 people and the infrastructure breaking and everything breaks— You know, let's keep the infrastructure running, however many other things we may be breaking as we're moving fast. So all of those things go into the different levels.

But those changes, because, for example, move fast and break things work totally fine when you're 40 people. When you're 500 people and the infrastructure breaking and everything breaks— You know, let's keep the infrastructure running, however many other things we may be breaking as we're moving fast. So all of those things go into the different levels.

But those changes, because, for example, move fast and break things work totally fine when you're 40 people. When you're 500 people and the infrastructure breaking and everything breaks— You know, let's keep the infrastructure running, however many other things we may be breaking as we're moving fast. So all of those things go into the different levels.

But those changes, because, for example, move fast and break things work totally fine when you're 40 people. When you're 500 people and the infrastructure breaking and everything breaks— You know, let's keep the infrastructure running, however many other things we may be breaking as we're moving fast. So all of those things go into the different levels.

But those changes, because, for example, move fast and break things work totally fine when you're 40 people. When you're 500 people and the infrastructure breaking and everything breaks— You know, let's keep the infrastructure running, however many other things we may be breaking as we're moving fast. So all of those things go into the different levels.

And so the thought was, as you're getting the scale product market fit, one of the challenges you have is you're scaling the size of your operation and all of these different vectors. And so that proxies to number of employees. And so we broke it up into the five categories that you just outlined. Thank you.

And so the thought was, as you're getting the scale product market fit, one of the challenges you have is you're scaling the size of your operation and all of these different vectors. And so that proxies to number of employees. And so we broke it up into the five categories that you just outlined. Thank you.

And so the thought was, as you're getting the scale product market fit, one of the challenges you have is you're scaling the size of your operation and all of these different vectors. And so that proxies to number of employees. And so we broke it up into the five categories that you just outlined. Thank you.