Rob Grazioli

We basically almost bankrupt our business. We built a book of business that was a bit flimsy. We had an account that basically was paying the bills for us, but we didn't like working on it and we didn't fight to keep it. As a result, we didn't have enough money to pay our people, which was probably the most foundational learning experience for me as a business owner.

We basically almost bankrupt our business. We built a book of business that was a bit flimsy. We had an account that basically was paying the bills for us, but we didn't like working on it and we didn't fight to keep it. As a result, we didn't have enough money to pay our people, which was probably the most foundational learning experience for me as a business owner.

We basically almost bankrupt our business. We built a book of business that was a bit flimsy. We had an account that basically was paying the bills for us, but we didn't like working on it and we didn't fight to keep it. As a result, we didn't have enough money to pay our people, which was probably the most foundational learning experience for me as a business owner.

And our poor decision-making put that at risk for the people that we hired. That was easily the biggest mistake I've made to date, where you essentially put people's livelihoods at risk. It was terrifying. I'm Rob Grazioli. I'm a founder and managing partner at Breadman.

And our poor decision-making put that at risk for the people that we hired. That was easily the biggest mistake I've made to date, where you essentially put people's livelihoods at risk. It was terrifying. I'm Rob Grazioli. I'm a founder and managing partner at Breadman.

And our poor decision-making put that at risk for the people that we hired. That was easily the biggest mistake I've made to date, where you essentially put people's livelihoods at risk. It was terrifying. I'm Rob Grazioli. I'm a founder and managing partner at Breadman.

Bread's a services business, but it's a little weird. We're a little weird. Over eight years ago, my partners at Bread and I started a company called Density. We built devices that you would put above a doorway or in a room and it would count how many people were in the room.

Bread's a services business, but it's a little weird. We're a little weird. Over eight years ago, my partners at Bread and I started a company called Density. We built devices that you would put above a doorway or in a room and it would count how many people were in the room.

Bread's a services business, but it's a little weird. We're a little weird. Over eight years ago, my partners at Bread and I started a company called Density. We built devices that you would put above a doorway or in a room and it would count how many people were in the room.

And then we turned that into some kind of analytics and we sold that into Fortune 500 companies so they can make better decisions about their real estate and space. We did that for eight years. We raised over $200 million. We got it to a point where it just felt like we had to decide if we were going to be executives or really grow a team. It was up to 180 people at the time I left.

And then we turned that into some kind of analytics and we sold that into Fortune 500 companies so they can make better decisions about their real estate and space. We did that for eight years. We raised over $200 million. We got it to a point where it just felt like we had to decide if we were going to be executives or really grow a team. It was up to 180 people at the time I left.

And then we turned that into some kind of analytics and we sold that into Fortune 500 companies so they can make better decisions about their real estate and space. We did that for eight years. We raised over $200 million. We got it to a point where it just felt like we had to decide if we were going to be executives or really grow a team. It was up to 180 people at the time I left.

And I just realized I wanted to get back to building things again. That meant stepping away. And for my other partners at various times, that meant the same thing. But what we started to do was really work with other early stage founders and entrepreneurs on their businesses.

And I just realized I wanted to get back to building things again. That meant stepping away. And for my other partners at various times, that meant the same thing. But what we started to do was really work with other early stage founders and entrepreneurs on their businesses.

And I just realized I wanted to get back to building things again. That meant stepping away. And for my other partners at various times, that meant the same thing. But what we started to do was really work with other early stage founders and entrepreneurs on their businesses.

And ultimately, that meant helping give shape to their product, helping them even refine like their sales motion or their just general market strategy. Really, whatever it was from design to engineering, just being in the room, we would call ourselves like founders for hire in a sense. And that started to work. We grew our team a little bit. We're at 15 people now.

And ultimately, that meant helping give shape to their product, helping them even refine like their sales motion or their just general market strategy. Really, whatever it was from design to engineering, just being in the room, we would call ourselves like founders for hire in a sense. And that started to work. We grew our team a little bit. We're at 15 people now.

And ultimately, that meant helping give shape to their product, helping them even refine like their sales motion or their just general market strategy. Really, whatever it was from design to engineering, just being in the room, we would call ourselves like founders for hire in a sense. And that started to work. We grew our team a little bit. We're at 15 people now.

And the way we were operating was less like a vendor and more like a partner or even like a venture fund in that we really were helping them get to their next raise or helping them post a raise, really find that market fit or build out their team.

And the way we were operating was less like a vendor and more like a partner or even like a venture fund in that we really were helping them get to their next raise or helping them post a raise, really find that market fit or build out their team.