Winston Weinberg

It was really good in the beginning of the company because if you do that constantly, you're basically every day, all you have to do is catch up compared to what happened yesterday.

And so it's really easy to make decisions.

The problem with that is I've probably done that for too long.

As you scale, you actually have to focus more and more on what is the P0.

And I think I've done a little bit too much of like still being in every single Slack channel and checking every little thing.

There's a time I was talking to someone from Sequoia and they had been living with other founders during COVID.

And they said that what they and these are very two very famous founders.

He was basically saying that a lot of their routine was they would just jump into random meetings at the company.

And what they were doing is they're basically checking just to see like, how does this department do this sales call?

How does this part of product create their PRDs and like analyze their PRDs?

How does this part of the company come up with OKRs or like metrics, right?

And I remember I left that dinner and my co-founder and I were like, wow, those guys like aren't working like that's like so lazy and all this stuff, right?

And now when I think about those guys,

I say, wow, they are incredible.

I get why they're some of the best founders on earth, because they've created a machine where they have so many folks at the company that are doing a really good job that they spend the majority of their time actually moving the machine.

And you go back to being, I can focus entirely on product.

I can focus entirely on what the most important things are at the company are.

And that's really what I'm trying to do this year is transition from kind of all those heroics to can you build a really well-run machine?

100%.

And I think it's also a testament to something else, which is these companies are growing so much faster than they used to.