Robert Glazer

So we ended up changing that core value to own it, which is like, look, you own it.

You own the outcome.

This is what we meant.

Right.

actually, we didn't mean like you did the things that you could do like that.

There's a difference between you take no salesperson knows where they're going to sell all of their sales in a year.

They, they, they own a quota, you know, and they own that there's ambiguity with that.

So we made some of those changes and actually a lot of our early employees that were great moved on.

I think they identified that we were just, I was just really clear.

There was another thing too.

We had, we had rewarded inadvertently, um,

The companies do this all-star utility players, right?

They were, cause they were rewarded for jumping around and they were, they were, they were firefighters and all-star.

So they would jump around from this to this and they would solve problems.

And I was like, I need a gold glove, third baseman, a gold glove, second baseman, first baseman or woman.

And I need fire preventers.

So it was our fault because we had rewarded those behaviors.

But once the company hit $5 or $10 million in revenue, I didn't need a jack of all trades.

And so if someone was just avoiding that, it was like, look, we are not valuing that anymore.

So maybe you need to go back to a small company where we were just very honest about what we were looking for.