TS Anil

But, you know, to the tropes was this, you know, you asked me this thing earlier as well about... Common misconceptions.

But, you know, to the tropes was this, you know, you asked me this thing earlier as well about... Common misconceptions.

But, you know, to the tropes was this, you know, you asked me this thing earlier as well about... Common misconceptions.

How about that? So, I mean, it's all the rage that debate about, you know, founder mode and so on. And, you know, is there survivor bias in the analysis and how people talk about it and so on. But here's how I think about it. I think to build a great company at scale for the long term, a leader has to be good at a few different things.

How about that? So, I mean, it's all the rage that debate about, you know, founder mode and so on. And, you know, is there survivor bias in the analysis and how people talk about it and so on. But here's how I think about it. I think to build a great company at scale for the long term, a leader has to be good at a few different things.

How about that? So, I mean, it's all the rage that debate about, you know, founder mode and so on. And, you know, is there survivor bias in the analysis and how people talk about it and so on. But here's how I think about it. I think to build a great company at scale for the long term, a leader has to be good at a few different things.

Really good at setting the ambition for the company and a product vision to go there. Be able to operate really close to the product and the user experience and the way value is created. And then three, be able to scale execution, which means build the right leadership and the team and the culture that allows you to continue to scale at bigger and bigger numbers.

Really good at setting the ambition for the company and a product vision to go there. Be able to operate really close to the product and the user experience and the way value is created. And then three, be able to scale execution, which means build the right leadership and the team and the culture that allows you to continue to scale at bigger and bigger numbers.

Really good at setting the ambition for the company and a product vision to go there. Be able to operate really close to the product and the user experience and the way value is created. And then three, be able to scale execution, which means build the right leadership and the team and the culture that allows you to continue to scale at bigger and bigger numbers.

So you have to be good at all three. And some of these qualities get dubbed as one thing or the other. I think a debate about it's this is the only thing feels to me like a trope, right? I think of it like a triathlon, right? You have to swim, bike and run if you want to win this at scale.

So you have to be good at all three. And some of these qualities get dubbed as one thing or the other. I think a debate about it's this is the only thing feels to me like a trope, right? I think of it like a triathlon, right? You have to swim, bike and run if you want to win this at scale.

So you have to be good at all three. And some of these qualities get dubbed as one thing or the other. I think a debate about it's this is the only thing feels to me like a trope, right? I think of it like a triathlon, right? You have to swim, bike and run if you want to win this at scale.

So any discussion that feels like, oh, all you need to do is be great at swimming feels like kind of totally missing the point.

So any discussion that feels like, oh, all you need to do is be great at swimming feels like kind of totally missing the point.

So any discussion that feels like, oh, all you need to do is be great at swimming feels like kind of totally missing the point.

I'm sure it was difficult in some ways early on, but it was difficult only in that I was an anomaly. Most people, investors included, were used to seeing a 20, 30-year-old in a founder pitch mode. In that sense, hard, because there was an expectation of what they expected to see. And then I rock up, and it's different. Earning credibility and trust takes a different path. Mm-hmm.

I'm sure it was difficult in some ways early on, but it was difficult only in that I was an anomaly. Most people, investors included, were used to seeing a 20, 30-year-old in a founder pitch mode. In that sense, hard, because there was an expectation of what they expected to see. And then I rock up, and it's different. Earning credibility and trust takes a different path. Mm-hmm.

I'm sure it was difficult in some ways early on, but it was difficult only in that I was an anomaly. Most people, investors included, were used to seeing a 20, 30-year-old in a founder pitch mode. In that sense, hard, because there was an expectation of what they expected to see. And then I rock up, and it's different. Earning credibility and trust takes a different path. Mm-hmm.

It was easy to see me as someone with lots of experience in big companies and a safe pair of hands. But would I 10x the company? And the team needs to believe that. Investors need to believe that. So hard in that sense, sure. But what's life without taking challenges like that on?

It was easy to see me as someone with lots of experience in big companies and a safe pair of hands. But would I 10x the company? And the team needs to believe that. Investors need to believe that. So hard in that sense, sure. But what's life without taking challenges like that on?