Vivek Ramaswamy

And one of the things that I used to ask when I was, you know, I'm not day-to-day involved in them anymore, but as a CEO, I would ask when I did interviews. And the first company I started at Roivant, like for four years in, I mean, we're, you know, company was pretty big by that point.

I would still intent on interviewing every candidate before they joined, screening for the culture of that person. And I can talk a lot more about things we did to build that culture, but- One of the questions I would always ask them naturally just to start a conversation, it's a pretty basic question is, why did you leave your last job or why are you leaving your last job?

I would still intent on interviewing every candidate before they joined, screening for the culture of that person. And I can talk a lot more about things we did to build that culture, but- One of the questions I would always ask them naturally just to start a conversation, it's a pretty basic question is, why did you leave your last job or why are you leaving your last job?

I would still intent on interviewing every candidate before they joined, screening for the culture of that person. And I can talk a lot more about things we did to build that culture, but- One of the questions I would always ask them naturally just to start a conversation, it's a pretty basic question is, why did you leave your last job or why are you leaving your last job?

I'll tell you what I didn't hear very often is that I wasn't paid enough, right? And maybe they'd be shy to tell you that during an interview, but there's indirect ways to signal that. That really wasn't at all, like even a top 10 reason why people were leaving their job. I'll give you what the number one reason was, is that they felt like they were unable to do

I'll tell you what I didn't hear very often is that I wasn't paid enough, right? And maybe they'd be shy to tell you that during an interview, but there's indirect ways to signal that. That really wasn't at all, like even a top 10 reason why people were leaving their job. I'll give you what the number one reason was, is that they felt like they were unable to do

I'll tell you what I didn't hear very often is that I wasn't paid enough, right? And maybe they'd be shy to tell you that during an interview, but there's indirect ways to signal that. That really wasn't at all, like even a top 10 reason why people were leaving their job. I'll give you what the number one reason was, is that they felt like they were unable to do

the true maximum of what their potential was in their prior role. That's the number one reason people leave their job. And, you know, I think... By the way, I would say that I'm saying that in a self-boastful way that we would attract these people. I think that's also true for most of the people who left the company as well, Roivant, right?

the true maximum of what their potential was in their prior role. That's the number one reason people leave their job. And, you know, I think... By the way, I would say that I'm saying that in a self-boastful way that we would attract these people. I think that's also true for most of the people who left the company as well, Roivant, right?

the true maximum of what their potential was in their prior role. That's the number one reason people leave their job. And, you know, I think... By the way, I would say that I'm saying that in a self-boastful way that we would attract these people. I think that's also true for most of the people who left the company as well, Roivant, right?

And that was true at Roivant, it's true at other companies I've started. I think the number one reason people join companies and number one people leave companies, whether they've been to join mine or to leave mine in the past, have been that they feel like they're able to do more than they're able to with their skillset than that environment permits them to actually achieve.

And that was true at Roivant, it's true at other companies I've started. I think the number one reason people join companies and number one people leave companies, whether they've been to join mine or to leave mine in the past, have been that they feel like they're able to do more than they're able to with their skillset than that environment permits them to actually achieve.

And that was true at Roivant, it's true at other companies I've started. I think the number one reason people join companies and number one people leave companies, whether they've been to join mine or to leave mine in the past, have been that they feel like they're able to do more than they're able to with their skillset than that environment permits them to actually achieve.

And so I think that's what people hung for. We think about capitalism and true free market capitalism. And we used words earlier like meritocracy. It's about building a system, whether it's in a nation or whether it's even within an organization that allows every individual to flourish and achieve the maximum of their potential.

And so I think that's what people hung for. We think about capitalism and true free market capitalism. And we used words earlier like meritocracy. It's about building a system, whether it's in a nation or whether it's even within an organization that allows every individual to flourish and achieve the maximum of their potential.

And so I think that's what people hung for. We think about capitalism and true free market capitalism. And we used words earlier like meritocracy. It's about building a system, whether it's in a nation or whether it's even within an organization that allows every individual to flourish and achieve the maximum of their potential.

And sometimes it just doesn't match for an organization where let's say the mission is here and somebody's skill sets could be really well aligned to a different mission. Then the right answer is it's not a negative thing. It's just that that person needs to leave and find their mission somewhere else.

And sometimes it just doesn't match for an organization where let's say the mission is here and somebody's skill sets could be really well aligned to a different mission. Then the right answer is it's not a negative thing. It's just that that person needs to leave and find their mission somewhere else.

And sometimes it just doesn't match for an organization where let's say the mission is here and somebody's skill sets could be really well aligned to a different mission. Then the right answer is it's not a negative thing. It's just that that person needs to leave and find their mission somewhere else.

But to bring that back to government, I think part of what's happened right now is that the rise of that bureaucracy in so many of these government agencies has actually obfuscated the mission of these agencies. I think if you went to most federal bureaucracies and just asked them, like, what's the mission? I'm just making one up off the top of my head right now.