Will Ahmed

And so there's it just it's it's quite important to separate those two things, I think, literally. And then I realized also that if I didn't start growing better. I was going to be the detriment to Whoop growing because as the CEO... Lame duck in your own company.

Yeah, because as the CEO, if you're projecting all sorts of stresses and you're not managing the company properly and you're kind of spinning out of control yourself, well, the business isn't going to be successful.

Yeah, because as the CEO, if you're projecting all sorts of stresses and you're not managing the company properly and you're kind of spinning out of control yourself, well, the business isn't going to be successful.

Yeah, because as the CEO, if you're projecting all sorts of stresses and you're not managing the company properly and you're kind of spinning out of control yourself, well, the business isn't going to be successful.

Yeah.

Yeah.

Yeah.

And so I felt, yeah, I felt especially early on, I was very much that chaotic founder. Now it's hard to, it's hard to go back and say, well, I wish I could change the way I behave for the first few years of the company's history, because there is an element of, and I think I believe this, there's an element of you change one thing and, you know, everything else changes going forward. Yeah.

And so I felt, yeah, I felt especially early on, I was very much that chaotic founder. Now it's hard to, it's hard to go back and say, well, I wish I could change the way I behave for the first few years of the company's history, because there is an element of, and I think I believe this, there's an element of you change one thing and, you know, everything else changes going forward. Yeah.

And so I felt, yeah, I felt especially early on, I was very much that chaotic founder. Now it's hard to, it's hard to go back and say, well, I wish I could change the way I behave for the first few years of the company's history, because there is an element of, and I think I believe this, there's an element of you change one thing and, you know, everything else changes going forward. Yeah.

And of course I'm, I'm super grateful with where I sit today and, and, you know, what we've been able to build, but, um, Yeah, I put up real walls in those, so that the period of like 22, probably to 24, 25 of just like real walls to anyone's feedback. And I was so certain about things and I was so stubborn.

And of course I'm, I'm super grateful with where I sit today and, and, you know, what we've been able to build, but, um, Yeah, I put up real walls in those, so that the period of like 22, probably to 24, 25 of just like real walls to anyone's feedback. And I was so certain about things and I was so stubborn.

And of course I'm, I'm super grateful with where I sit today and, and, you know, what we've been able to build, but, um, Yeah, I put up real walls in those, so that the period of like 22, probably to 24, 25 of just like real walls to anyone's feedback. And I was so certain about things and I was so stubborn.

And I think it's in a way, it's a good, it's a helpful mechanism to get something off the ground because there's no ambiguity, but you're very hard to work with.

And I think it's in a way, it's a good, it's a helpful mechanism to get something off the ground because there's no ambiguity, but you're very hard to work with.

And I think it's in a way, it's a good, it's a helpful mechanism to get something off the ground because there's no ambiguity, but you're very hard to work with.

Yeah, the unlock for me in that category has been... to be driven and grateful. And I feel like it's easy to get stuck on just the drive train and the dopamine system of, you know, when the company's worth a hundred million dollars or a billion dollars or $10 billion, you sort of keep telling yourself when I get to X, I'm going to be happy.

Yeah, the unlock for me in that category has been... to be driven and grateful. And I feel like it's easy to get stuck on just the drive train and the dopamine system of, you know, when the company's worth a hundred million dollars or a billion dollars or $10 billion, you sort of keep telling yourself when I get to X, I'm going to be happy.

Yeah, the unlock for me in that category has been... to be driven and grateful. And I feel like it's easy to get stuck on just the drive train and the dopamine system of, you know, when the company's worth a hundred million dollars or a billion dollars or $10 billion, you sort of keep telling yourself when I get to X, I'm going to be happy.

And what's good about that from a drive standpoint is it drives you there. But of course, when you get there, there's sort of enormous letdown. And it's also, uh, You have to balance it with being grateful for the moment that you're in. And I think a lot of entrepreneurs worry that or sort of misinterpret gratitude as complacency. But I think they are fundamentally different things.