Steven Galanis

And we're the only losers left on the dance floor. Like, what's going on here? What are we trying to do? And, you know, I, and this is where like having a product that makes people happy every day and having a mission and core values and teammates that they love and leaders that they're inspired by, like that's what kept people together.

And we're the only losers left on the dance floor. Like, what's going on here? What are we trying to do? And, you know, I, and this is where like having a product that makes people happy every day and having a mission and core values and teammates that they love and leaders that they're inspired by, like that's what kept people together.

Yeah, I think there's parts I handled better than others. But one big learning that I took from that is in the ride up and the initial crash down. I was probably the most positive person on the ride-ups. I was the Pied Piper. No matter how excited anybody was, I was more excited.

Yeah, I think there's parts I handled better than others. But one big learning that I took from that is in the ride up and the initial crash down. I was probably the most positive person on the ride-ups. I was the Pied Piper. No matter how excited anybody was, I was more excited.

And then when shit was going bad at the beginning, my expectations were so high that my tolerance for missing plan or shipping when we needed to or things not getting done, I just was so pissed off all the time. And I was more mad than anybody.

And then when shit was going bad at the beginning, my expectations were so high that my tolerance for missing plan or shipping when we needed to or things not getting done, I just was so pissed off all the time. And I was more mad than anybody.

You know, so one of the things that I've been really working on myself through coaching that I've tried to do better is to be more of the ballast of the emotional ballast of the company. So when things are very exuberant, like that's where I want to pull them back or where things are really shitty. That's where I want to pull people up. Right. So I've been working on that a lot. But, you know,

You know, so one of the things that I've been really working on myself through coaching that I've tried to do better is to be more of the ballast of the emotional ballast of the company. So when things are very exuberant, like that's where I want to pull them back or where things are really shitty. That's where I want to pull people up. Right. So I've been working on that a lot. But, you know,

At the end of the day, you have to be putting a brave face out to your company. You have to have conviction in what you're doing. And in that period of time, I leaned on some amazing entrepreneurs that were part of my YPO forum and other people that kind of have come up when I did.

At the end of the day, you have to be putting a brave face out to your company. You have to have conviction in what you're doing. And in that period of time, I leaned on some amazing entrepreneurs that were part of my YPO forum and other people that kind of have come up when I did.

And we spent so many nights on the phone with each other, talking through the issues that we were all going through at that time. And it was just... you know, I know it's funny. My dad was like a longtime finance leader at a multi-billion dollar company. And I remember him saying like, man, that 18 months, you got like 30 years worth of experience with that.

And we spent so many nights on the phone with each other, talking through the issues that we were all going through at that time. And it was just... you know, I know it's funny. My dad was like a longtime finance leader at a multi-billion dollar company. And I remember him saying like, man, that 18 months, you got like 30 years worth of experience with that.

Yeah, I think that's a great point. You know, one thing I was really worried about culturally, like as we went from 100 to 400 in 12 months, it had been such a winning team that had literally had, you know, like we had, you know, we had the Brett Favre issue.

Yeah, I think that's a great point. You know, one thing I was really worried about culturally, like as we went from 100 to 400 in 12 months, it had been such a winning team that had literally had, you know, like we had, you know, we had the Brett Favre issue.

We, you know, of course in any business, you've got your little minor lumps, but like in many ways, like it kind of cameo just kind of worked from the beginning, right? We had, we found product market fit right away. The first thing we ever sold ended up being like the thing that we did. You know, had the name, had the space, like just it kind of was this company that had everything.

We, you know, of course in any business, you've got your little minor lumps, but like in many ways, like it kind of cameo just kind of worked from the beginning, right? We had, we found product market fit right away. The first thing we ever sold ended up being like the thing that we did. You know, had the name, had the space, like just it kind of was this company that had everything.

And when we started hiring people in that pre IPO level that were leaving public companies to come work for the next one that was going to be public. Like we had, you know, the resumes of people we were hiring were way better. They went to better schools, you know, they had, you know, they had, you know, better resumes.

And when we started hiring people in that pre IPO level that were leaving public companies to come work for the next one that was going to be public. Like we had, you know, the resumes of people we were hiring were way better. They went to better schools, you know, they had, you know, they had, you know, better resumes.

And we started hiring for like resumes and experience over kind of what got us there, which was giving like really smart young people with no, that had no business, like having the responsibility, giving them the shot to be great.

And we started hiring for like resumes and experience over kind of what got us there, which was giving like really smart young people with no, that had no business, like having the responsibility, giving them the shot to be great.