Ryan Petersen

It became pretty clear that, like, I don't know, it's hard for me to picture, like, what am I going to be better at today if he's running this big company?

Was that a confidence thing for you?

Yeah, I mean, I feel a lot more confident now, having seen I've done a much better job in the last 18 months than what I ever did before.

So, yeah, Dave, he was only that he was with us for years.

The CEO first, we were co-CEOs and then CEO by himself for six months while I became chairman of the board.

Didn't work out.

There are a lot of things.

It was building up.

I mean, honestly, it was the P&L at the end of the day.

Like, we just started burning too much money.

Some of that was market forces turned against us.

Like, we overhired.

I approved all those hires.

Like, we wanted to go big on tech and just dominate.

We kind of read the market.

It was, like, trying to be contrarian.

So, they had a really strong balance sheet.

I had, like, $1.6 billion in the bank.

And everybody was cutting tech hiring in 23.

And we felt like, let's go lean in.