Rob Wiblin

So maybe it's not, you could spend half of your time on hiring and actually that's getting you a lot of leverage maybe.

Yeah, someone told me a story recently that in the early days of Google, the senior staff was spending 40% of their time on hiring, which I think they also thought was extremely high.

But then I guess it seemed to work out for Google.

So do you need people who have experience in India, perhaps working with health authorities in order to build and develop those relationships with health departments who seem really essential potentially to scaling up at least the SMS part of things?

Yeah, yeah.

And I guess for those who can't see themselves moving to India or working for Civita, but are earning to give and want to fund this sort of thing, there's a whole bunch of information on your website.

You link off to the J-Power papers and you've got your review up there.

And I think there might also be a review of the evidence on this topic on the Charity Entrepreneurship website if people are interested to learn about the intervention.

Nice.

It sounds like you've dealt with a bunch of different funders as you're trying to get this off the ground and then scale it.

Do you have any advice for funders on how they could approach projects like this better or how they might be able to improve their thinking in order to have more impact?

Okay, let's push on and talk about things that you've potentially learned about management and founder careers more generally, maybe over the last two years or over the whole of your career.

I guess, which past experience or training before you started Savita, do you think was most valuable in preparing you to be able to actually do what you're doing now?

Yeah.

Operations is a pretty huge class of activity.

Are there any particular sub parts of operations that feel particularly important to have expertise in or hire people into early?

Yeah.

Is there anything in particular you look for in a hire for a head of operations role?

Yeah, I guess the challenge for a head of operations with a new organization is that there's no manual, there's no procedure for doing lots of things.

They just have to be willing to like dive in and grapple with an accounting system that doesn't exist yet and like make it exist.