Rob Walling

And so in your SaaS, you know, in your company, or if you're a consultant or whatever, you're listening to like, what are the things that you really need to do? without the self-importance of, I really need to do everything because I'm the best, but like really get down to it. Most of us are good at one, maybe two things. Like for you, I would say it's product.

And so in your SaaS, you know, in your company, or if you're a consultant or whatever, you're listening to like, what are the things that you really need to do? without the self-importance of, I really need to do everything because I'm the best, but like really get down to it. Most of us are good at one, maybe two things. Like for you, I would say it's product.

It's the ability to think of like what to build, how to build it, how to elegantly incorporate it in, and then engineering, like the actual nuts and bolts of writing code. And design is a third. I mean, you're full stack, obviously, but to me, design is kind of a third discipline, even though you're very, very good at it.

It's the ability to think of like what to build, how to build it, how to elegantly incorporate it in, and then engineering, like the actual nuts and bolts of writing code. And design is a third. I mean, you're full stack, obviously, but to me, design is kind of a third discipline, even though you're very, very good at it.

I think you're actually genius level at the other two, and you're quite good at design. So those are things that you tend to hold on to with SavvyCal.

I think you're actually genius level at the other two, and you're quite good at design. So those are things that you tend to hold on to with SavvyCal.

That's exactly right. That is something that I've learned throughout my career and it took me a long time. The first one was learning to just not do some things that seemed important that you just don't do them all together and it doesn't matter. The second thing is when I can phone it in and do it quickly is really what it is.

That's exactly right. That is something that I've learned throughout my career and it took me a long time. The first one was learning to just not do some things that seemed important that you just don't do them all together and it doesn't matter. The second thing is when I can phone it in and do it quickly is really what it is.

When can I do an unedited loom that's just like, hey, I'm Rob here, blah, blah, blah, and I kind of mess around. Watch this on 2X because it's not great and send it to a customer. most of the time, probably if it's a one-off thing, you know what I mean? It's like, you can just crank on these things and then when to really polish it and when does it matter?

When can I do an unedited loom that's just like, hey, I'm Rob here, blah, blah, blah, and I kind of mess around. Watch this on 2X because it's not great and send it to a customer. most of the time, probably if it's a one-off thing, you know what I mean? It's like, you can just crank on these things and then when to really polish it and when does it matter?

And differentiating between those three levels is a skill that I think is very helpful to develop. We've actually answered one of Ollie's later questions, which was how would you decide what to delegate and what to keep? We've kind of talked about that like zone of genius. Are there things founders should never delegate?

And differentiating between those three levels is a skill that I think is very helpful to develop. We've actually answered one of Ollie's later questions, which was how would you decide what to delegate and what to keep? We've kind of talked about that like zone of genius. Are there things founders should never delegate?

And I don't say never, but certainly there are certain things that if you love doing them and you're really good at it and the business needs it, that's kind of what you want to keep. Your role will change over time as you get to a million, five million, 10 million, you got to move more into strategy.

And I don't say never, but certainly there are certain things that if you love doing them and you're really good at it and the business needs it, that's kind of what you want to keep. Your role will change over time as you get to a million, five million, 10 million, you got to move more into strategy.

I would also say something we haven't brought in is I have this very simple dichotomy of risk versus certainty. There are areas of your business where there's just a bunch of like, I don't know, we don't have marketing, we don't have leads and I don't really know how to close sales demos and there's a bunch of uncertainty or risk there. And then there are things like customer support.

I would also say something we haven't brought in is I have this very simple dichotomy of risk versus certainty. There are areas of your business where there's just a bunch of like, I don't know, we don't have marketing, we don't have leads and I don't really know how to close sales demos and there's a bunch of uncertainty or risk there. And then there are things like customer support.

We get the same 10 questions every day, we have a KB, I know that someone with knowledge of the product can do that so that's a certain thing. In a lot of instances as your code base matures, not in the first month, but two, three years down the line, there's a lot of certainty in writing code. Now you may have to spec it out.

We get the same 10 questions every day, we have a KB, I know that someone with knowledge of the product can do that so that's a certain thing. In a lot of instances as your code base matures, not in the first month, but two, three years down the line, there's a lot of certainty in writing code. Now you may have to spec it out.

You may have to say, oh, it's this feature and we're going to hit all these. But you have a map in your head of like, I can code this or I can hand it to a developer who's good and who I know will write high quality code and they can do it. And so that's how I think about stuff in my businesses is, Where's the risk or uncertainty? That's what the founder should be working on.

You may have to say, oh, it's this feature and we're going to hit all these. But you have a map in your head of like, I can code this or I can hand it to a developer who's good and who I know will write high quality code and they can do it. And so that's how I think about stuff in my businesses is, Where's the risk or uncertainty? That's what the founder should be working on.