Thomas van der Klei

And I didn't really like how everything was set up.

So I was set out to change that.

The thing is that I had different companies before and part of this setting up this company was modeled around the things that I didn't like before.

In my first company, I had a very bad experience with an investor or with multiple investors actually.

How bad?

No, they were just, they ended up not really understanding the business and they were putting a lot of pressure on us and making us do the wrong things.

Um, and in the end, uh, I wanted to, you know, it, it, it really depends also on how you define success, right?

So for some people, hyper growth is success for me in this company is much more, uh, it's much more holistic thing.

So I, you know, I'm for, for one, I'm very, very picky about whom I work with, uh, like extremely picky because, you know, like,

working as my hobby.

So if I want to go to the office, I want it to be, I want it to be like amazing there.

And I want really nice people around me.

No, it were several, it's,

It's such a long story that it's hard to sort of compress that into a couple of sentences.

But basically there were multiple investors on board.

One was a big company who was sort of, I think you'd say, spotting us working capital by giving us their products for free.

Then we had financial investors on board and they were basically playing games together.

And we were just young guys.

We were like 21, 22, didn't know what was going on, didn't know anything about business.

And they were sort of like,