Patrick Campbell

“We've got to introduce you to more people, but I appreciate that. I appreciate that.”

“Yeah, 100%. Let's do it. I'm going to change my Twitter bio to that, renaissance of a brain. That's [inaudible 00:04:50] for me. Yeah, I appreciate that.”

“Here we go. That's all I've ever wanted.”

“But then if you're on the funding treadmill and you look at how much money that founder that exec team ends up getting at the end of it's like you might have been better just building a 50 million cas...”

“Yeah. Yeah. We were going to try to sell it. We were trying to sell it in the beginning, but what ended up happening is we ran into all this, that's why we didn't.”

“And then your leadership is basically a conversation of, "Great, that's what good looks like, we agree. How do we close that gap?" And then all of those conversations are like, "Okay, you only shipped...”

“We solve that problem or we figure out how to get the more resources, then they're not doing it again. "Okay, why?"”

“And then all of a sudden you start to create this very high output team across the board, and you also have this alignment so you don't wake up nine months into someone being at your company and being...”

“And it's like, "Well, why did you just all of a sudden wake up and think Tim sucks."”

“"Well, he's not shipping blah, blah, blah, blah."”

“So that's the framework that I found really, really useful. And also, it's great for using for presentations, it's great for a mission, it's great for all of these different things because it's a litt...”

“"Oh, we're going to try to charge for this metrics product. Now there's a bunch of competitors. The customers don't really care about it."”