Winston Weinberg

I think that like without this other company, we're screwed.

And it forced us to basically go and like build the company, like actually build the company, like go hire the right people.

put the right work into product, do the correct scaling processes, do all of these things.

And I think like,

The reason it was so fast, and by the way, I've had a lot of periods like this.

Like I've had other times when we've like failed massively and I have like 24 hours of like, it's all over.

And then you like wake up the next morning, you're like, we can do this again.

I mean, hell, that happens once a week probably.

You get used to it.

And like, I think I've had a lot of times in my life when I thought everything was over.

Like when I like basically failed out of my first like high school I went to, I was like, this is over, this is done.

remember when like i took the lsat for the first time and i didn't quite get what i got i was like okay well that's over but my point is you just have to get used to this of like it's over it's over it's over it's over and then everything's fine and now you know you take those moments and then you just get like a you build resilience like you build resilience for for losing for you know suffering things like that and i think you get the same thing in the company

And one thing that gives me, I'm more confident in the company today than I've ever been confident about the company, which is weird because externally we face way more threats than we did last year.

It's not even close.

Like it's 10 times the amount of threats as we did last year.

But the reason I'm so much more confident in it is I now have a team of people that I have failed with so many times.

Like we have taken crazy risk.

We have massively butchered product lines and then recovered them and made them much better.

We have made the wrong hires.

We've tried to buy a company super early on that would have collapsed us.