Stephen Wolfram

And it's, I think, I mean, this point about...

People say, oh, such and such a thing was almost discovered at such and such a time.

The distance between building the paradigm that allows you to actually understand stuff or allows one to be open to seeing what's going on, that's really hard.

And I think I've been fortunate in my life that I've spent a lot of my time building computational language, and that's

an activity that, in a sense, works by sort of having to kind of create another level of abstraction and kind of be open to different kinds of structures.

But, you know, it's always, I mean, I'm fully aware of, I suppose, the fact that I have seen it a bunch of times of how easy it is to miss the obvious, so to speak.

That at least is factored into my attempt to not miss the obvious, although it may not succeed.

It's complicated and necessary.

I mean, you know, I've had, look, I've spent more than half my life CEOing a tech company.

Right.

Okay.

And, you know, that is a, I think it's actually very, it means that

one's ego is not a distant thing.

It's a thing that one encounters every day, so to speak, because it's all tied up with leadership and with how one, you know, develops an organization and all these kinds of things.

So, you know, it may be that if I'd been an academic, for example, I could have sort of, you know, checked the ego, put it on a shelf somewhere and ignored its characteristics.

But you're reminded of it quite often in the context of

running a company.

Sure.

I mean, that's what it's about.

It's about leadership.