Sean Rad

And to me, the ultimate archetype was the matchmaker. Could we achieve the success of the human brain matchmaker who was able to say, Harry, here's the girl for you. Again, I'm not going to judge what you want to do. I'm just going to introduce you guys. You can do whatever you want.

Once the core team left, I think that promise, that mission was maybe replaced with a desire for retention, a desire for revenue. The sort of intention of why we created that company, what we were trying to achieve got lost. So over time, the quality of the product decayed because no one's actually sitting there and saying, how do we scale the impact of the product?

Once the core team left, I think that promise, that mission was maybe replaced with a desire for retention, a desire for revenue. The sort of intention of why we created that company, what we were trying to achieve got lost. So over time, the quality of the product decayed because no one's actually sitting there and saying, how do we scale the impact of the product?

Once the core team left, I think that promise, that mission was maybe replaced with a desire for retention, a desire for revenue. The sort of intention of why we created that company, what we were trying to achieve got lost. So over time, the quality of the product decayed because no one's actually sitting there and saying, how do we scale the impact of the product?

Everyone's saying, how do we scale the metrics of the product?

Everyone's saying, how do we scale the metrics of the product?

Everyone's saying, how do we scale the metrics of the product?

Look, you could make the argument that everything dies. It's just a question of when. Companies are organisms, just like humans. Humans die, companies die, and it's just a question of how long. And what is the longevity? And I think if you don't keep disrupting and you don't keep setting the bar higher and higher and higher, you will achieve complacency.

Look, you could make the argument that everything dies. It's just a question of when. Companies are organisms, just like humans. Humans die, companies die, and it's just a question of how long. And what is the longevity? And I think if you don't keep disrupting and you don't keep setting the bar higher and higher and higher, you will achieve complacency.

Look, you could make the argument that everything dies. It's just a question of when. Companies are organisms, just like humans. Humans die, companies die, and it's just a question of how long. And what is the longevity? And I think if you don't keep disrupting and you don't keep setting the bar higher and higher and higher, you will achieve complacency.

And complacency, which is a lot of big companies, die by complacency. You have teams who don't care. You have politics. You lose sight of why you are there. It's every person for themselves. Or you're not intellectually honest and you're not forcing yourself to disrupt yourself and question the mission and improve it. So I wouldn't say it's inevitable.

And complacency, which is a lot of big companies, die by complacency. You have teams who don't care. You have politics. You lose sight of why you are there. It's every person for themselves. Or you're not intellectually honest and you're not forcing yourself to disrupt yourself and question the mission and improve it. So I wouldn't say it's inevitable.

And complacency, which is a lot of big companies, die by complacency. You have teams who don't care. You have politics. You lose sight of why you are there. It's every person for themselves. Or you're not intellectually honest and you're not forcing yourself to disrupt yourself and question the mission and improve it. So I wouldn't say it's inevitable.

I think we've had organizations that have outlasted my lifetime, your lifetime. Maybe they'll outlast my kid's lifetime. So nothing's inevitable. But yes, I think everything has a natural decay or conclusion. The question is when. Nothing's forever. That's for sure.

I think we've had organizations that have outlasted my lifetime, your lifetime. Maybe they'll outlast my kid's lifetime. So nothing's inevitable. But yes, I think everything has a natural decay or conclusion. The question is when. Nothing's forever. That's for sure.

I think we've had organizations that have outlasted my lifetime, your lifetime. Maybe they'll outlast my kid's lifetime. So nothing's inevitable. But yes, I think everything has a natural decay or conclusion. The question is when. Nothing's forever. That's for sure.

To me, founders are really good at keeping and reiterating the mission because they care the most. Sometimes founder market fit, team market fit is essential. When it is your personal story, which it often is for founders, it's another level of storytelling. And it doesn't mean that the founder is the best person to execute it.

To me, founders are really good at keeping and reiterating the mission because they care the most. Sometimes founder market fit, team market fit is essential. When it is your personal story, which it often is for founders, it's another level of storytelling. And it doesn't mean that the founder is the best person to execute it.

To me, founders are really good at keeping and reiterating the mission because they care the most. Sometimes founder market fit, team market fit is essential. When it is your personal story, which it often is for founders, it's another level of storytelling. And it doesn't mean that the founder is the best person to execute it.

I actually think great founders put the company before themselves and are intellectually honest and self-aware enough to say, hey, you know what? Maybe I've taken it to this point and there's someone else better than me to take it to the next point. I don't believe that a founder is forever. I think the founder energy is required for success. And I think over time you can have different founders.