Winston Weinberg

And so a lot of what I'm trying to do is like, here are the principles for how I make decisions.

And as a team, can we come together on those principles so we all make faster decisions?

And I think that's like the next scaling challenge that I need to do, to be honest, where like I think in a way the operating system

kind of right now is like, okay, what is my anxiety?

And then I push on different parts of the company based off of that anxiety.

And the way I want to transform the company, and I think we're starting to do it, is hear like the general concerns.

And this is how, as a company, based off of these principles, we approach them.

And I'm just starting to do that, but I think that's like the next step.

Would you say you're hypersensitive to threats?

You have to be to some degree, right?

But you don't want to over-rotate either.

So one thing I think I did wrong last year was there were like multiple threats to the company that I overreacted to, right?

And one thing that happens to you as a CEO is the diameter or the amount of pressure that you can exert increases massively.

What do I mean by this?

When you're like a 50-person company,

and the CEO is stressed about something, right?

Everyone kind of knows each other.

And so they all kind of like know how to react to that stress and they can kind of absorb it and we all move on.

When you're an 800 person company, if the CEO gets too stressed about something,

the whole company will move based off of that stress.