Wayne Ting

What was the worst decision? So we did end up doing two rounds of layoffs. And I would say that is never a good thing. Like when you're doing layoffs, it always feels so painful, too painful. But I would say it's never painful enough. The most painful thing is coming back three months later with another round of layoffs.

What was the worst decision? So we did end up doing two rounds of layoffs. And I would say that is never a good thing. Like when you're doing layoffs, it always feels so painful, too painful. But I would say it's never painful enough. The most painful thing is coming back three months later with another round of layoffs.

What was the worst decision? So we did end up doing two rounds of layoffs. And I would say that is never a good thing. Like when you're doing layoffs, it always feels so painful, too painful. But I would say it's never painful enough. The most painful thing is coming back three months later with another round of layoffs.

And I would say not cutting deep and hard enough was probably one of the, probably the worst decision.

And I would say not cutting deep and hard enough was probably one of the, probably the worst decision.

And I would say not cutting deep and hard enough was probably one of the, probably the worst decision.

Never promise people this is the only round because you never know because you're doing that as a way to save the company, to bring the cost in line with the revenue expectations. If the world gets worse, if your revenue expectation gets worse, then you likely need to bring your costs down even further.

Never promise people this is the only round because you never know because you're doing that as a way to save the company, to bring the cost in line with the revenue expectations. If the world gets worse, if your revenue expectation gets worse, then you likely need to bring your costs down even further.

Never promise people this is the only round because you never know because you're doing that as a way to save the company, to bring the cost in line with the revenue expectations. If the world gets worse, if your revenue expectation gets worse, then you likely need to bring your costs down even further.

So unless you are 100% sure you can make that promise, don't promise people you're not going to have, this is the only round of layoffs. And I see that happening with friends and like CEOs all the time. They promise and then they have to go break their word. When you break your word, then people start questioning other decisions that you have.

So unless you are 100% sure you can make that promise, don't promise people you're not going to have, this is the only round of layoffs. And I see that happening with friends and like CEOs all the time. They promise and then they have to go break their word. When you break your word, then people start questioning other decisions that you have.

So unless you are 100% sure you can make that promise, don't promise people you're not going to have, this is the only round of layoffs. And I see that happening with friends and like CEOs all the time. They promise and then they have to go break their word. When you break your word, then people start questioning other decisions that you have.

I read Paul's blog. I feel like he was describing just good management hygiene, but then he called it founder mode. I feel like digging into details, making sure you trust but you verify is what all good CEOs must do.

I read Paul's blog. I feel like he was describing just good management hygiene, but then he called it founder mode. I feel like digging into details, making sure you trust but you verify is what all good CEOs must do.

I read Paul's blog. I feel like he was describing just good management hygiene, but then he called it founder mode. I feel like digging into details, making sure you trust but you verify is what all good CEOs must do.

The reason why I felt it was crucial to start my tenure by traveling the world and seeing warehouse up close is that I can't trust, if Harry tells me everything's going well in XYZ city, but the results are terrible, going there and seeing and double clicking and making sure that people, people know that you're somebody who will dig into the details is crucial to driving the results that you want.

The reason why I felt it was crucial to start my tenure by traveling the world and seeing warehouse up close is that I can't trust, if Harry tells me everything's going well in XYZ city, but the results are terrible, going there and seeing and double clicking and making sure that people, people know that you're somebody who will dig into the details is crucial to driving the results that you want.

The reason why I felt it was crucial to start my tenure by traveling the world and seeing warehouse up close is that I can't trust, if Harry tells me everything's going well in XYZ city, but the results are terrible, going there and seeing and double clicking and making sure that people, people know that you're somebody who will dig into the details is crucial to driving the results that you want.

But at the same time, I think delegation, like making sure you hire great people and delegating and giving them the runway to run is also I think not a higher management specific trait. I think great founders who make the transition and stay with a company oftentimes employ the same tactics.

But at the same time, I think delegation, like making sure you hire great people and delegating and giving them the runway to run is also I think not a higher management specific trait. I think great founders who make the transition and stay with a company oftentimes employ the same tactics.