Steven Galanis

And that was one of the periods where I really felt like organizationally, my spidey sense at the time was like, I don't know how much resilience or grit this, you know, this group of people have. Right. And, and obviously, you know, as layoffs started, um,

And that was one of the periods where I really felt like organizationally, my spidey sense at the time was like, I don't know how much resilience or grit this, you know, this group of people have. Right. And, and obviously, you know, as layoffs started, um,

you know like we really found you know we we really found at that point like the those that remained the 32 that like cut down all the way from the mid 300s like those people like they've been through health with us right and that's why you know when it came to the return to office i'm like of course i'm going to roll out the red carpet for these people i know we need to be in the office but i love these people i want every one of them to be here for 10 years and you know part of the reason i want the people back in the office is because

you know like we really found you know we we really found at that point like the those that remained the 32 that like cut down all the way from the mid 300s like those people like they've been through health with us right and that's why you know when it came to the return to office i'm like of course i'm going to roll out the red carpet for these people i know we need to be in the office but i love these people i want every one of them to be here for 10 years and you know part of the reason i want the people back in the office is because

This group of people creates magic when they're together. Right. So I don't want to do anything to force somebody to get another job. Like these are people that, you know, when push came to shove, like every single time in those spreadsheet exercises kept being on the green list versus the red list.

This group of people creates magic when they're together. Right. So I don't want to do anything to force somebody to get another job. Like these are people that, you know, when push came to shove, like every single time in those spreadsheet exercises kept being on the green list versus the red list.

And and by the way, there's so many people on those red lists that I would kill to still have at this company. Right. But, you know, we had to do what we had to do.

And and by the way, there's so many people on those red lists that I would kill to still have at this company. Right. But, you know, we had to do what we had to do.

So, right, I got a my CEO coach who's now my board member, Bing Gordon, kind of like legendary long term partner, Kleiner Perkins, like founding board, like board member of Amazon for 20 plus years. He one time, like we're both hockey players and he gave me he gave me a framework on team construction that I think was so valid.

So, right, I got a my CEO coach who's now my board member, Bing Gordon, kind of like legendary long term partner, Kleiner Perkins, like founding board, like board member of Amazon for 20 plus years. He one time, like we're both hockey players and he gave me he gave me a framework on team construction that I think was so valid.

He had basically went back and looked at all the Stanley Cup champions in the last 25 years, and he found that they had a mix of three archetypes of players, and You'll see where I'm going with this when we come and talk about how that applies to the company.

He had basically went back and looked at all the Stanley Cup champions in the last 25 years, and he found that they had a mix of three archetypes of players, and You'll see where I'm going with this when we come and talk about how that applies to the company.

But basically, he's like every great Stanley Cup winning team first had kind of your two lines of guys, like six players who are at the peak of their career and they're going to do the best work of their life right now. Then you also have a group of another six that are young, dumb, hungry, stupid, but they're playing out of their minds. They don't even understand what's at stake.

But basically, he's like every great Stanley Cup winning team first had kind of your two lines of guys, like six players who are at the peak of their career and they're going to do the best work of their life right now. Then you also have a group of another six that are young, dumb, hungry, stupid, but they're playing out of their minds. They don't even understand what's at stake.

They're rookies, they're second year in, but they're just workhorses and they're gonna do the best work of their life later, but they're playing out of their mind right now. And then he goes, lastly,

They're rookies, they're second year in, but they're just workhorses and they're gonna do the best work of their life later, but they're playing out of their mind right now. And then he goes, lastly,

every team needs this you have to have the grizzled old vet that still has the blue burning flame that wants to lift the cup one more time maybe they've had a hall of fame career and they never won the championship and like they become the the the people that rally around this and you know at cameo we've had a really good mix of of those types but that's a framework and archetype i like for team building that at least resonated with me yeah and then your job becomes and i'm

every team needs this you have to have the grizzled old vet that still has the blue burning flame that wants to lift the cup one more time maybe they've had a hall of fame career and they never won the championship and like they become the the the people that rally around this and you know at cameo we've had a really good mix of of those types but that's a framework and archetype i like for team building that at least resonated with me yeah and then your job becomes and i'm

That's how they draw it up, but in retrospect, that's probably the single thing that I fucked up or got wrong most in the build-up, especially in the heyday. When we were building this executive team, we're preparing to be a public company at some point in the next two to three years, and we went and hired the best of the best. Our head of product was one of the top product leaders at Uber.

That's how they draw it up, but in retrospect, that's probably the single thing that I fucked up or got wrong most in the build-up, especially in the heyday. When we were building this executive team, we're preparing to be a public company at some point in the next two to three years, and we went and hired the best of the best. Our head of product was one of the top product leaders at Uber.