Winston Weinberg

You're never going to get the processes right.

You're never going to build the right product.

And so you have to be constantly, how am I building out the machine?

And then once that machine is somewhat built out, I think the number one goal is just how do you improve that machine constantly?

And you kind of have to think about your company that way.

And I think that that's hard because that means you are going to be in pain 24-7.

Because if something's going well at the company, you are not going to be working on it.

like if there is a part of the company that is running super well and there are no bottlenecks i ignore it entirely like absolutely entirely and i try to only focus on the things that are like burning um and i try to focus on like the number one thing that's burning i want to come back to meetings for a second i want to tie this to psychology maybe and maybe not you can tell me i'm wrong

The reason I think people have a really hard time saying no is...

They say yes to a lot of things that make them look good in the short term, instead of being able to take the pain of ignoring it and then doing so well because you ignored it, the people back off.

So let me give you an example of this.

If a third party or like an investor or someone like that says, it's really important for you to hire a certain person right now, right?

what you might end up doing is you take a bunch of meetings with that C-suite, right?

And you take tons of those meetings because the investor says, you know, you're having revenue problems, right?

And the reason you're having revenue problems, it must be because you don't have a certain C-suite, right?

But deep down, you're like, the reason we have a revenue problem is because there's a problem with product.

It has nothing to do with like anything that's going on here, right?

It's not because we haven't hired a chief revenue officer yet.

It's because the product isn't good enough.

But that has a delay.