Ryan Petersen

I want to, I want to debate it.

I want to hear from them.

But like at the end of the day,

I know I'm going to still work at Flexport in 10 years.

And I don't know if that's true about anyone else.

And that, that's, that's how they heard from Chesky.

And I was like, you know, it's like, it's probably true.

Like, I hope that my team stays and I got the team for 10 years, but I'm positive that I'll be here.

And so if they really don't like the way I want to do something like, okay, no problem, but it's my company and like, they can move on.

And like, that's the level of confidence that I didn't have prior.

Yeah.

I mean, Chesky's like way more hardcore.

I think I try, uh,

But I didn't have as many frameworks for it.

I was just like, oh, I got to do what I have to do, you know.

And there was a lot of stuff that I really didn't understand about the company.

I had way too much committed all these sins of just like, OK, there's a problem in some department.

Hire a big exec.

Let them and then don't get in their way.

That is the kind of the corporate way that most people teach or like most people expect.