Torsten Reil

First of all, we don't have a large number of small teams. We have, I would say, a handful that work on particular projects. And then sometimes you rally around something and it can become a little bit bigger. That's happened over the last few months as we were working on particular projects. But what we try to do is identify areas that we know needs to exist. We put a small team on it.

First of all, we don't have a large number of small teams. We have, I would say, a handful that work on particular projects. And then sometimes you rally around something and it can become a little bit bigger. That's happened over the last few months as we were working on particular projects. But what we try to do is identify areas that we know needs to exist. We put a small team on it.

First of all, we don't have a large number of small teams. We have, I would say, a handful that work on particular projects. And then sometimes you rally around something and it can become a little bit bigger. That's happened over the last few months as we were working on particular projects. But what we try to do is identify areas that we know needs to exist. We put a small team on it.

We try to allow people to self-select as well, obviously, so that you have a team that communicates well, that is highly performant, and then they work on the task. And they may actually move off it eventually, and another team takes over. But that's worked really well for us.

We try to allow people to self-select as well, obviously, so that you have a team that communicates well, that is highly performant, and then they work on the task. And they may actually move off it eventually, and another team takes over. But that's worked really well for us.

We try to allow people to self-select as well, obviously, so that you have a team that communicates well, that is highly performant, and then they work on the task. And they may actually move off it eventually, and another team takes over. But that's worked really well for us.

First of all, I think you need to want to performance manage. Performance management is exhausting. You have to have difficult conversations with people. Sometimes they work out and they become better. Sometimes you decide to part ways. First of all, you have to have the mindset that this is necessary for a company. Do you need to do one-on-ones? No, I don't do any one-on-ones work for people.

First of all, I think you need to want to performance manage. Performance management is exhausting. You have to have difficult conversations with people. Sometimes they work out and they become better. Sometimes you decide to part ways. First of all, you have to have the mindset that this is necessary for a company. Do you need to do one-on-ones? No, I don't do any one-on-ones work for people.

First of all, I think you need to want to performance manage. Performance management is exhausting. You have to have difficult conversations with people. Sometimes they work out and they become better. Sometimes you decide to part ways. First of all, you have to have the mindset that this is necessary for a company. Do you need to do one-on-ones? No, I don't do any one-on-ones work for people.

I think that I'm used to them that have structured them properly and that work with people who need guidance in their development. The people I work with are usually senior and don't need that much guidance. If I need a one-to-one with them every week, I think something's probably going wrong. I also think that there is a tendency for one-on-ones to clog up the calendar. You have a lot of them.

I think that I'm used to them that have structured them properly and that work with people who need guidance in their development. The people I work with are usually senior and don't need that much guidance. If I need a one-to-one with them every week, I think something's probably going wrong. I also think that there is a tendency for one-on-ones to clog up the calendar. You have a lot of them.

I think that I'm used to them that have structured them properly and that work with people who need guidance in their development. The people I work with are usually senior and don't need that much guidance. If I need a one-to-one with them every week, I think something's probably going wrong. I also think that there is a tendency for one-on-ones to clog up the calendar. You have a lot of them.

You tend to repeat a lot of things. I used to do them religiously, by the way. I just stopped doing them. It hasn't had a negative impact.

You tend to repeat a lot of things. I used to do them religiously, by the way. I just stopped doing them. It hasn't had a negative impact.

You tend to repeat a lot of things. I used to do them religiously, by the way. I just stopped doing them. It hasn't had a negative impact.

Yeah, so this is something I noticed when I was mainly angel investing in startups is that eventually you get a certain number of people who are not a good fit for the company and they clog up the system, the company. They make everything harder. They create pockets of unhappiness because they feel maybe neglected or not understood or they don't fit into the culture.

Yeah, so this is something I noticed when I was mainly angel investing in startups is that eventually you get a certain number of people who are not a good fit for the company and they clog up the system, the company. They make everything harder. They create pockets of unhappiness because they feel maybe neglected or not understood or they don't fit into the culture.

Yeah, so this is something I noticed when I was mainly angel investing in startups is that eventually you get a certain number of people who are not a good fit for the company and they clog up the system, the company. They make everything harder. They create pockets of unhappiness because they feel maybe neglected or not understood or they don't fit into the culture.

And you kind of tolerate it quite often as a founder. You tolerate it up to a point where you think, this doesn't feel like my company anymore. Like, what happened? That happened to me at Natural Motion, by the way, at some point. And it's really painful for a founder.

And you kind of tolerate it quite often as a founder. You tolerate it up to a point where you think, this doesn't feel like my company anymore. Like, what happened? That happened to me at Natural Motion, by the way, at some point. And it's really painful for a founder.