Sam Hinkie

That kind of notion.

So I think if you can send those signals out to people as you're trying to understand where they are, which is this weird balance between what could be and then a whole bunch of honesty about which is what is is exciting and what is is an amazing platform.

But what could be is an order of magnitude more than what it is now.

And we're only going to get there with unique ideas from people like you and the other people you will bring us.

So there's kind of two pieces there.

One is obviously people are attracted to other talented people.

If you can keep the quality bar high, the gravity stays strong.

But it sounds also like there's a couple other things like the difficulty or interestingness of the problem being tackled.

And maybe like a why now and what the incentives are for that person.

How do you think about aligning those two things?

Their incentives, maybe they care about money or power or fame or Charlie Songhurst's old framework.

What did you learn in those regards of like tailoring things to someone's unique motivations?

You might be confident you're in a deep snow environment.

You might not be confident in how long the hill is.

So it's that.

One of the things I want to do is compound trust with a relatively small set of people over a long period of time.

If that's what I want, then sort of my staying power in that lane, which I've sort of defined, is much longer.

Where if what you want is to be at company A for two years and then company B for three years and a new title and company C and a new title, that might be fine too.

Just make sure that's a match for what it is you're looking for.

You may be far more interested in something where the value accrues in duration because you think these things actually compound over a long period of time.