Zach Perret

In the long term, when you look at the CEOs that are truly the best, 10, 20-year public CEOs, they're the best resource allocators.

In the long term, when you look at the CEOs that are truly the best, 10, 20-year public CEOs, they're the best resource allocators.

In the long term, when you look at the CEOs that are truly the best, 10, 20-year public CEOs, they're the best resource allocators.

Well, in the early phase, it's very easy. So you build an atomic team as small as possible. You say, go off and figure out if there's something to build here. And I've done that, by the way, with tons of other product areas, too.

Well, in the early phase, it's very easy. So you build an atomic team as small as possible. You say, go off and figure out if there's something to build here. And I've done that, by the way, with tons of other product areas, too.

Well, in the early phase, it's very easy. So you build an atomic team as small as possible. You say, go off and figure out if there's something to build here. And I've done that, by the way, with tons of other product areas, too.

Yeah, like a product manager, whatever the smallest version of a sufficient team is. So it's a product manager, an engineer, maybe a few engineers, maybe a designer if you need it, maybe a data scientist if you need it, depending on the type of product. And you just send them off into the ether.

Yeah, like a product manager, whatever the smallest version of a sufficient team is. So it's a product manager, an engineer, maybe a few engineers, maybe a designer if you need it, maybe a data scientist if you need it, depending on the type of product. And you just send them off into the ether.

Yeah, like a product manager, whatever the smallest version of a sufficient team is. So it's a product manager, an engineer, maybe a few engineers, maybe a designer if you need it, maybe a data scientist if you need it, depending on the type of product. And you just send them off into the ether.

And as a founder, your job is you need to give them sufficient food to continue to exist, sufficient resources and attention that they can continue to exist, sufficient protection that they don't get killed by what I call the DDoS attack, where if we have a new product that we're working on, if we tell the whole company, we have 1,000 people now, 950 people are going to reach out to the team saying, I'm super excited.

And as a founder, your job is you need to give them sufficient food to continue to exist, sufficient resources and attention that they can continue to exist, sufficient protection that they don't get killed by what I call the DDoS attack, where if we have a new product that we're working on, if we tell the whole company, we have 1,000 people now, 950 people are going to reach out to the team saying, I'm super excited.

And as a founder, your job is you need to give them sufficient food to continue to exist, sufficient resources and attention that they can continue to exist, sufficient protection that they don't get killed by what I call the DDoS attack, where if we have a new product that we're working on, if we tell the whole company, we have 1,000 people now, 950 people are going to reach out to the team saying, I'm super excited.

How can I help? 950 messages saying, I'm super excited. How can I help? Actually, DDoS is the system, and they're thus not able to move fast. With this atomic team, you give them sufficient resources. You give them sufficient protection, which oftentimes means ignoring them or hiding them, in some sense, from the rest of the company.

How can I help? 950 messages saying, I'm super excited. How can I help? Actually, DDoS is the system, and they're thus not able to move fast. With this atomic team, you give them sufficient resources. You give them sufficient protection, which oftentimes means ignoring them or hiding them, in some sense, from the rest of the company.

How can I help? 950 messages saying, I'm super excited. How can I help? Actually, DDoS is the system, and they're thus not able to move fast. With this atomic team, you give them sufficient resources. You give them sufficient protection, which oftentimes means ignoring them or hiding them, in some sense, from the rest of the company.

And then you help them figure out how to get to their, at least in our case, to get to their first design partner. So they need one or two customers that are willing to go experiment with them. So we've done this a lot. This is how we think about a lot of new product development.

And then you help them figure out how to get to their, at least in our case, to get to their first design partner. So they need one or two customers that are willing to go experiment with them. So we've done this a lot. This is how we think about a lot of new product development.

And then you help them figure out how to get to their, at least in our case, to get to their first design partner. So they need one or two customers that are willing to go experiment with them. So we've done this a lot. This is how we think about a lot of new product development.

Yeah, if you try to over-processize that, then it doesn't really work. A lot of people try to run an internal VC-style model, which is like, we'll fund you for a million bucks for a year, and we'll figure it out. And you want to come back and pitch for Series A style internally.

Yeah, if you try to over-processize that, then it doesn't really work. A lot of people try to run an internal VC-style model, which is like, we'll fund you for a million bucks for a year, and we'll figure it out. And you want to come back and pitch for Series A style internally.