Sam Hinkie

far more in your toolbox than it was in the past.

And you're going to need to be able to identify those things on your own or even better if people around you do it to be able to believe them to say, I'm going to have to get good at this.

I've never liked that part of the job.

I've never thought of myself as an expert in that part, but me getting relatively expert and the company getting truly expert in it

is a actual risk factor that I need to mitigate.

Can you get down that learning curve?

And can you sort of navigate your way through that maze?

Because the things that got you here won't get you where you're going.

If your goal is to build an enduring company that compounds over decades, you're going to have to evolve yourself

many, many, many times to get there.

If your goal is to flip this to Google in 18 months and do that, that's fine, but you should align your capital strategy with that.

And you should align your partners with that, which is, I'm going to try to get to cashflow positive here.

We're not going to get above 50 employees.

We're going to try to get to there.

We think there's many multiples that are far short of a unicorn that get interesting.

And that's the game we're playing.

You need to sort of align incentives with all the people on the journey.

You're

early employees with your investors and with your partners along the way, because to the extent you've sold a different dream, that is sort of more of the norm that you're trying to go to the moon.

And then that's what you do.