Saleem Ismail

I went to Waterloo in Canada, and we call MIT the Waterloo of the South.

So it was that framing.

Yes and no.

So, you know, in a classic EXO in this style, the founder holds the MTP and he holds the vision.

People buy into that vision and then he holds them to task.

So if you say you're going to build a rocket engine, you're going to design that rocket engine to get you to Mars, people have to step up and go, I'm going to do that and make that happen.

He delegates very well, Elon.

He may get involved with engineering decisions and go, well, how are you going to achieve this, etc.

But once they've agreed, they get it done.

So the inspiration comes from the top, flows directly down through the org structure with no mitigation.

NVIDIA is the same.

There's like five layers between CEO and the top individual contributors in the company.

So the holder of purpose, and I think Alex put it well, these are all exponential organizations now where the

pay package is a moonshot.

And if you achieve that, if I'm an investor and he achieves that, I'm laughing all the way to the bank.

I'm thrilled to bits, right?

Who gets upset about that?

Unless in retrospect, you're an idiot.

Because you'd have signed up for that no matter what the pay package was, if that was the ratio of overall capital creation and value creation to that.

And I think the bigger picture here is that these are all trying to achieve the impossible.