Zach Perret

I just believe that sometimes if you're willing to grind it out, you're gonna have a unique product that no one else is willing to build or able to build. Sometimes, you know, those things that are not necessarily like, it's not about the intellectual brilliance of the strategy that you come up with. It's about your ability and desire to do the work. I love those kind of challenges.

I just believe that sometimes if you're willing to grind it out, you're gonna have a unique product that no one else is willing to build or able to build. Sometimes, you know, those things that are not necessarily like, it's not about the intellectual brilliance of the strategy that you come up with. It's about your ability and desire to do the work. I love those kind of challenges.

Exactly right. On day one. That's the most important part of your statement, though.

Exactly right. On day one. That's the most important part of your statement, though.

Exactly right. On day one. That's the most important part of your statement, though.

MARK BLYTHER- Fine, maybe. But I guess my take is, in general, if you have two atomic teams, you throw them the same problem, if they have roughly the same skills, they're going to start from roughly the same place. And one might move faster because they have this knowledge or background or whatever it is.

MARK BLYTHER- Fine, maybe. But I guess my take is, in general, if you have two atomic teams, you throw them the same problem, if they have roughly the same skills, they're going to start from roughly the same place. And one might move faster because they have this knowledge or background or whatever it is.

MARK BLYTHER- Fine, maybe. But I guess my take is, in general, if you have two atomic teams, you throw them the same problem, if they have roughly the same skills, they're going to start from roughly the same place. And one might move faster because they have this knowledge or background or whatever it is.

That has been one of the things that I've evolved my thinking on quite a lot over the years, is the importance of experience. I think a lot of people worry too much about defensibility in the immediate term, like at the start of a new project. And they worry far too little about defensibility in the late stages.

That has been one of the things that I've evolved my thinking on quite a lot over the years, is the importance of experience. I think a lot of people worry too much about defensibility in the immediate term, like at the start of a new project. And they worry far too little about defensibility in the late stages.

That has been one of the things that I've evolved my thinking on quite a lot over the years, is the importance of experience. I think a lot of people worry too much about defensibility in the immediate term, like at the start of a new project. And they worry far too little about defensibility in the late stages.

So as long as the grinder problem, the difficult, hard hustle problem that you're going after, has the ability to be meaningfully differentiated in the long term via network effects, or brand, or scale, or whatever it is, then it's great. If it never has the ability to be differentiated, I mean, be careful with your time.

So as long as the grinder problem, the difficult, hard hustle problem that you're going after, has the ability to be meaningfully differentiated in the long term via network effects, or brand, or scale, or whatever it is, then it's great. If it never has the ability to be differentiated, I mean, be careful with your time.

So as long as the grinder problem, the difficult, hard hustle problem that you're going after, has the ability to be meaningfully differentiated in the long term via network effects, or brand, or scale, or whatever it is, then it's great. If it never has the ability to be differentiated, I mean, be careful with your time.

MARK BLYTHER- Always. I love recruiting. I started out hating recruiting. And it was one of those things where I realized that if I didn't become good at it, and if I didn't learn to love it, I would build a terrible company. Because you read any business book, we'd do great, right? First is, do you have the right people on the bus? Second is, what the heck are you building?

MARK BLYTHER- Always. I love recruiting. I started out hating recruiting. And it was one of those things where I realized that if I didn't become good at it, and if I didn't learn to love it, I would build a terrible company. Because you read any business book, we'd do great, right? First is, do you have the right people on the bus? Second is, what the heck are you building?

MARK BLYTHER- Always. I love recruiting. I started out hating recruiting. And it was one of those things where I realized that if I didn't become good at it, and if I didn't learn to love it, I would build a terrible company. Because you read any business book, we'd do great, right? First is, do you have the right people on the bus? Second is, what the heck are you building?

But first is, they get the people right. And I realized if I didn't start to enjoy recruiting, then that would be a challenge for me. So I went deep, and I figured out to convince myself, trick myself in all these different ways to love, love, love recruiting. The key for me was I'm super competitive. I like games. And recruiting is a win-loss game.

But first is, they get the people right. And I realized if I didn't start to enjoy recruiting, then that would be a challenge for me. So I went deep, and I figured out to convince myself, trick myself in all these different ways to love, love, love recruiting. The key for me was I'm super competitive. I like games. And recruiting is a win-loss game.

But first is, they get the people right. And I realized if I didn't start to enjoy recruiting, then that would be a challenge for me. So I went deep, and I figured out to convince myself, trick myself in all these different ways to love, love, love recruiting. The key for me was I'm super competitive. I like games. And recruiting is a win-loss game.