Stephen Bartlett

YouTube becomes like legacy television and viewership starts dropping and it becomes this new VR, whatever, right? At some point, we're going to have to look and be like, we need to take 10%, 20% of our profit every year and start building out this new team. We're going to continue to do what we're currently doing. And here's the mistake that you need to avoid.

YouTube becomes like legacy television and viewership starts dropping and it becomes this new VR, whatever, right? At some point, we're going to have to look and be like, we need to take 10%, 20% of our profit every year and start building out this new team. We're going to continue to do what we're currently doing. And here's the mistake that you need to avoid.

YouTube becomes like legacy television and viewership starts dropping and it becomes this new VR, whatever, right? At some point, we're going to have to look and be like, we need to take 10%, 20% of our profit every year and start building out this new team. We're going to continue to do what we're currently doing. And here's the mistake that you need to avoid.

Don't take the stars that are making the one thing work and then push them on the other thing. You have to find the people who can build this, otherwise you're going to sacrifice the core. Because all of a sudden it's like, oh God, well now we're totally screwed because now we're not getting customers from our existing thing and we haven't figured out the new thing yet, right?

Don't take the stars that are making the one thing work and then push them on the other thing. You have to find the people who can build this, otherwise you're going to sacrifice the core. Because all of a sudden it's like, oh God, well now we're totally screwed because now we're not getting customers from our existing thing and we haven't figured out the new thing yet, right?

Don't take the stars that are making the one thing work and then push them on the other thing. You have to find the people who can build this, otherwise you're going to sacrifice the core. Because all of a sudden it's like, oh God, well now we're totally screwed because now we're not getting customers from our existing thing and we haven't figured out the new thing yet, right?

And so this is fundamentally where I see the CEO role is like, you want to eventually become the flex player, which is that you can parachute in to a specific division or department that's solving a complex issue. And then the benefit that you have as CEO or founder is that you have decision-making power and you have the ability to allocate resources and immediately say yes to things.

And so this is fundamentally where I see the CEO role is like, you want to eventually become the flex player, which is that you can parachute in to a specific division or department that's solving a complex issue. And then the benefit that you have as CEO or founder is that you have decision-making power and you have the ability to allocate resources and immediately say yes to things.

And so this is fundamentally where I see the CEO role is like, you want to eventually become the flex player, which is that you can parachute in to a specific division or department that's solving a complex issue. And then the benefit that you have as CEO or founder is that you have decision-making power and you have the ability to allocate resources and immediately say yes to things.

And that's why, and to be fair, it's unfair to your team to say, why can't they do things as fast as me? Well, because you can write the checks and because you can say, yes, you don't need to check with the committee. You don't need to run it up the flagpole. It's just you saying, do this, do that. Don't worry about that. I'm telling you, you can stay late for this meeting. This is more important.

And that's why, and to be fair, it's unfair to your team to say, why can't they do things as fast as me? Well, because you can write the checks and because you can say, yes, you don't need to check with the committee. You don't need to run it up the flagpole. It's just you saying, do this, do that. Don't worry about that. I'm telling you, you can stay late for this meeting. This is more important.

And that's why, and to be fair, it's unfair to your team to say, why can't they do things as fast as me? Well, because you can write the checks and because you can say, yes, you don't need to check with the committee. You don't need to run it up the flagpole. It's just you saying, do this, do that. Don't worry about that. I'm telling you, you can stay late for this meeting. This is more important.

And so strategy is just a fancy word that people say when they mean prioritization. That's all it means. We have unlimited opportunities that we can allocate things towards, but we have limited resources. And so how do we prioritize those unlimited opportunities against those limited resources? That is fundamentally what strategy is. And that's another way of just saying we prioritize.

And so strategy is just a fancy word that people say when they mean prioritization. That's all it means. We have unlimited opportunities that we can allocate things towards, but we have limited resources. And so how do we prioritize those unlimited opportunities against those limited resources? That is fundamentally what strategy is. And that's another way of just saying we prioritize.

And so strategy is just a fancy word that people say when they mean prioritization. That's all it means. We have unlimited opportunities that we can allocate things towards, but we have limited resources. And so how do we prioritize those unlimited opportunities against those limited resources? That is fundamentally what strategy is. And that's another way of just saying we prioritize.

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So there are two types of questions that you shouldn't ask. Questions that can be solved with a spreadsheet and questions that can be solved with testing. And so fundamentally, the outside advice that you get on something that can be solved with math, just solve with math. And I would say like 30% of the questions that I get are like, should I sell this one or this one?

So there are two types of questions that you shouldn't ask. Questions that can be solved with a spreadsheet and questions that can be solved with testing. And so fundamentally, the outside advice that you get on something that can be solved with math, just solve with math. And I would say like 30% of the questions that I get are like, should I sell this one or this one?