Winston Weinberg

And then the third thing I think is vision setting needs to have flexibility like massively.

And so people really and I haven't got this right.

This is like of those of these three, these the first two, I've probably done the best job of improving at least.

And I'm not like excellent at them, but I've done a better job of improving.

Number three is the hardest, which is

how do you vision set at the right level?

That I still struggle with massively, where sometimes, remember in like Q3 of last year, I wrote this like long doc and it was like the vision for the product for like five years or whatever, a long time.

And I think it was interpreted as like, okay, we should go build that right now.

It was a huge mistake.

And we like missed some of our product timings and launches because I didn't do a good job communicating that.

And so like, what level of vision setting are you doing is a really important for building a company.

And I think I still need to do a much better job of that, of like, when do I do this super high level vision?

And when do I do the like, no, no, what do we need to do today?

What do we need to do tomorrow?

Still struggle with that.

I'm really proud of my team, like insanely proud of my team.

And it's hard because I like I have very high standards and I'm harsh.

And actually, if they listen to this is probably the first time I'm saying I'm proud of my team.

No, I like I can definitely be like pretty harsh.

But I think that like we have built a very resilient group of folks and they really care about the company.