Wayne Ting

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.

I think Paul was describing good ways to manage a company, but then he assigned these are what founders do, these are what higher managers do. I just don't know if that's necessarily true.

I think Paul was describing good ways to manage a company, but then he assigned these are what founders do, these are what higher managers do. I just don't know if that's necessarily true.

I think Paul was describing good ways to manage a company, but then he assigned these are what founders do, these are what higher managers do. I just don't know if that's necessarily true.

That's a great question. I would say these hype cycles are generally bad for companies because it allows them to avoid learning hard lessons. I feel like Lime couldn't really assert our leadership in the industry until VCs kind of moved on. If you could always raise money, even if your results are bad, it masks your bad operations.

That's a great question. I would say these hype cycles are generally bad for companies because it allows them to avoid learning hard lessons. I feel like Lime couldn't really assert our leadership in the industry until VCs kind of moved on. If you could always raise money, even if your results are bad, it masks your bad operations.

That's a great question. I would say these hype cycles are generally bad for companies because it allows them to avoid learning hard lessons. I feel like Lime couldn't really assert our leadership in the industry until VCs kind of moved on. If you could always raise money, even if your results are bad, it masks your bad operations.

And it actually also masks a better business because you can always raise more money to then plow it back into growth, into discounts, and you can discount your way to a lot of market share. One of the things that I'm very proud of with Lime's financial results is that we've been able to sustain 30% growth 30% top line growth over four years, top line CAGR.

And it actually also masks a better business because you can always raise more money to then plow it back into growth, into discounts, and you can discount your way to a lot of market share. One of the things that I'm very proud of with Lime's financial results is that we've been able to sustain 30% growth 30% top line growth over four years, top line CAGR.

And it actually also masks a better business because you can always raise more money to then plow it back into growth, into discounts, and you can discount your way to a lot of market share. One of the things that I'm very proud of with Lime's financial results is that we've been able to sustain 30% growth 30% top line growth over four years, top line CAGR.

But each of the last four years, we expanded our margins, which means that we weren't just growing by irrationally discounting. But if you have unlimited venture capital and more to come down the road, then you can start acting in ways that are not focused on building a good long-term business, but instead focused on the short term.

But each of the last four years, we expanded our margins, which means that we weren't just growing by irrationally discounting. But if you have unlimited venture capital and more to come down the road, then you can start acting in ways that are not focused on building a good long-term business, but instead focused on the short term.

But each of the last four years, we expanded our margins, which means that we weren't just growing by irrationally discounting. But if you have unlimited venture capital and more to come down the road, then you can start acting in ways that are not focused on building a good long-term business, but instead focused on the short term.

And I felt that's much harder to compete with, an irrational competitor with unlimited funding. But when all the VCs moved on and it was hard to raise money, that's when focusing on great operations, great hardware, great government relations, that's when those investments actually started paying dividends.

And I felt that's much harder to compete with, an irrational competitor with unlimited funding. But when all the VCs moved on and it was hard to raise money, that's when focusing on great operations, great hardware, great government relations, that's when those investments actually started paying dividends.

And I felt that's much harder to compete with, an irrational competitor with unlimited funding. But when all the VCs moved on and it was hard to raise money, that's when focusing on great operations, great hardware, great government relations, that's when those investments actually started paying dividends.

Being in a hype cycle is actually bad for startups because it allows you to not actually focus on the things that truly matter.

Being in a hype cycle is actually bad for startups because it allows you to not actually focus on the things that truly matter.

Being in a hype cycle is actually bad for startups because it allows you to not actually focus on the things that truly matter.

I think that's a fair push, Gary. I do think without the early funding, Lime wouldn't be where it is today.