Robert Glazer

So I had to work through that.

I, for years, had been the R&D department, I think like a lot of founders were.

But yeah, a lot of people really struggle.

There are a lot of people who sell their business or step out or otherwise who are super depressed.

But at that point, we were a 250-person company.

We were growing.

I had a number two.

because their identity was really wrapped up in their business.

Every time the company doubles,

You're growing a business.

Because look, for a lot of people too, that business was the first thing that started to pay you back and give you the A's that you never got in school.

You haven't done this for the first time.

Every time it doubles, you have to decide, do I want to be that leader, that CEO?

And if you do, there's a whole bunch of stuff you need to learn and get better at and otherwise.

A lot of entrepreneurs were not great students and people that start businesses.

And I had made that decision at 10 million and 20 million and 40 million.

So it becomes hard when you have to decouple that from you.

And I looked at it, I was like,

And it's an intentional process that you have to go through.

I don't really want to be the CEO at the next doubling.