Robert Glazer

And if you destroy the people along the way, that's fine.

And when your business is changing that much, the seat is changing.

My analogy is if NASA said, hey, we're going to put a crew on Mars, then flies to Mars and they open it up and everyone's dead.

And some people don't want that next job.

So some people, they're good from zero to 5 million and they need to do that again.

I don't think everyone would be cheering.

Right.

But this was sort of how companies ran.

But some people just aren't improving at the rate they need.

We're just going to hit this goal and it doesn't matter.

If your business is growing 40% a year, the leader of each of those functions needs to grow 40% a year just to stay at that job.

That's gone.

People are burnt out.

The money's not there.

We're not valuing the top line.

So now we have to build companies by building the people.

That's a really hard...

thing to do.

So I think we should do everything that we can do to help our people grow with the businesses.

If you picture growth as like a wave, instead of being crushed by the wave, we need to ride the wave.