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20 results for “co founder dynamics”
...founders out there having to do things that they would never want to do. And I have seen some founders that you would not even think of that actually were in very, very difficult situation because of the bot. The problem is that when you start having
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from transcript40:30 – 41:35
...founder is gonna have their own sort of things that are easy, things that are harder.
53:55 / 55:05
from transcript53:55 – 55:05
...cofounders because we'd had lockers next to each other in primary school. We were three white guys. We were all basically the same height. We all basically looked the same. We'd all grown up within a few blocks of each other. We were great, great fri
14:57 / 16:04
from transcript14:57 – 16:04
...founder selection given so many people say a lot? Given your experience, how would you advise founders on choosing? Our equivalent was like getting married on the second date, which if you can avoid it so the good news, we got lucky. So it worked for
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from transcript8:15 – 10:04
...CEO, and I watch my back every day because I knew they could fire me and would. Whereas some founders just act like and sometimes by contractual terms they are, but they act unfireable, and I think it's not good. None of us should feel like we're inv
1:00:00 / 1:01:07
from transcript1:00:00 – 1:01:07
there's a guy that worked for you that was your sales guy named Mark Craney that was a former colleague of mine. And then we had just written a book called Inbound Marketing, and two of your marketers had the book. So we're like, this is a hometown.
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from transcript2:59 – 4:05
...cofounder, there is somebody who's ultimately the CEO. And even if you want to decide on things together, you need a framework of, like, how do you disagree and still commit and make a decision. When you're not able to do that, especially in the earl
40:29 / 41:34
from transcript40:29 – 41:34
...cofounder, Josh. Yesterday was the first time that I recognized that feeling. This isn't the thing that had been bubbling up for months. It was just like, that's weird. I got a message from him today, and I feel resentful.
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from transcript58:24 – 59:34
...my cofounder, Josh, and just having this recognition that we have our Friday forum where we celebrate all of our wins, and I very rarely make an appearance as a person who has an attributable win. Why do you do that cool if you don't mind me asking?
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from transcript13:18 – 14:34
...founders? I'm just trying to understand, because it feels like you're founding the company. I don't babysit founders.
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from transcript27:32 – 28:53
...founder? Right. And and it may be innocent. It may be that, hey. Listen. I just wanna do this myself. Or it may be that, you know, there's been issues in the past in terms of who they work with or who's funded them, etcetera. They just don't want to
13:01 / 14:44
from transcript13:01 – 14:44
...there is somebody who's ultimately the CEO. And even if you want to decide on things together, you need a framework of, like, how do you disagree and still commit and make a decision.
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from transcript39:44 – 40:51
...founder, we've seen many times with like the Reed Hastings effect can like actually navigate a transformation because they know the team, they are product focused. They have the moral authority. They have the moral authority. They have support from t
25:30 / 26:35
from transcript25:30 – 26:35
...cofounders still. Many of the cofounders, like, you know, you said data warehousing was a big push for us. My cofounder, Reynold, was really the one that kind of pushed this. Yeah. Like the well, the the contribution level from a large number of cofo
1:02:15 / 1:03:18
from transcript1:02:15 – 1:03:18
...founders when you met them the early days of the traits they had that really got you convinced to go on a journey with them? No. I found that there is no factory of founders, and they are coming in so many different shapes. I will say maybe one thing
15:48 / 16:55
from transcript15:48 – 16:55
skills. You know, they could do many, many different things. But then as you get closer, suddenly the company becomes much larger, very profitable. We made almost a billion dollars of EBITDA the year before IPO. You run into IPO and you need to speci
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from transcript28:19 – 29:44
...founders. I totally agree with you, by the way, in terms of bringing in great people and working with you. But founders are idolized today and go the distance. You need to be CEO, David, until the company is, you know, a thousand years old. When is t
26:54 / 28:01
from transcript26:54 – 28:01
...founder CEO with all of that history and that context. So for me, what that means is I have a strong spike in strategy. I think I've built a really successful business because I've made the right bets, and my intuition is very good. That means for me
1:06:00 / 1:07:07
from transcript1:06:00 – 1:07:07
One of their principles has been apply radical transparency to the the way they have founded and they've built their company, and they mean it. So everything is totally transparent from every conversation at every level in the organization with every
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from transcript20:51 – 22:00
fundamentally, the problem was the three of us were the same person, and you didn't need all three of us. What we might have made up different reasons to fight every day, but the fundamental reason we were fighting is that, yeah, you know, we had cas
15:45 / 16:58
from transcript15:45 – 16:58
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