Rob Grazioli

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.

The especially weird thing is we really think of this like a product in that when and even when we were building density, we thought about team building. We thought about company building in the same way we thought about product because we are designers and engineers. I'm a designer and front end developer by trade. So we take six week cycles. We don't keep a backlog of ideas.

The especially weird thing is we really think of this like a product in that when and even when we were building density, we thought about team building. We thought about company building in the same way we thought about product because we are designers and engineers. I'm a designer and front end developer by trade. So we take six week cycles. We don't keep a backlog of ideas.

The especially weird thing is we really think of this like a product in that when and even when we were building density, we thought about team building. We thought about company building in the same way we thought about product because we are designers and engineers. I'm a designer and front end developer by trade. So we take six week cycles. We don't keep a backlog of ideas.

That's part of our product methodology is we don't like backlogs. And we really think about everything in terms of like small to mid-sized bets. So think about validating a feature, validating a design. You try to do the smallest thing you possibly can that achieves the outcome. And we think about our business in the same way. So we think we're early.

That's part of our product methodology is we don't like backlogs. And we really think about everything in terms of like small to mid-sized bets. So think about validating a feature, validating a design. You try to do the smallest thing you possibly can that achieves the outcome. And we think about our business in the same way. So we think we're early.

That's part of our product methodology is we don't like backlogs. And we really think about everything in terms of like small to mid-sized bets. So think about validating a feature, validating a design. You try to do the smallest thing you possibly can that achieves the outcome. And we think about our business in the same way. So we think we're early.

Like I would call what Brett is right now, the MVP, what it is in the future. We don't know, but we're excited about it. It's potential and we're taking it six weeks at a time, so to speak.

Like I would call what Brett is right now, the MVP, what it is in the future. We don't know, but we're excited about it. It's potential and we're taking it six weeks at a time, so to speak.

Like I would call what Brett is right now, the MVP, what it is in the future. We don't know, but we're excited about it. It's potential and we're taking it six weeks at a time, so to speak.

We were obsessed with small teams. So we were building that hardware software product and it always felt like we needed more people to do the job. It was this constant struggle around demands and pressure to do more. It was always hard to balance whether or not we were doing the right thing. And then also maybe if we took a little more time to do something, we didn't need more people to manage it.

We were obsessed with small teams. So we were building that hardware software product and it always felt like we needed more people to do the job. It was this constant struggle around demands and pressure to do more. It was always hard to balance whether or not we were doing the right thing. And then also maybe if we took a little more time to do something, we didn't need more people to manage it.

We were obsessed with small teams. So we were building that hardware software product and it always felt like we needed more people to do the job. It was this constant struggle around demands and pressure to do more. It was always hard to balance whether or not we were doing the right thing. And then also maybe if we took a little more time to do something, we didn't need more people to manage it.

So this obsession with like, how small could we operate? really was at the is at the forefront of our mvp right now and what that meant for us was like all of our reporting all of our metrics like we basically automated so like we we built an internal tool for staffing for budgeting for our forecasting that's just one tool that we built and it allows

So this obsession with like, how small could we operate? really was at the is at the forefront of our mvp right now and what that meant for us was like all of our reporting all of our metrics like we basically automated so like we we built an internal tool for staffing for budgeting for our forecasting that's just one tool that we built and it allows

So this obsession with like, how small could we operate? really was at the is at the forefront of our mvp right now and what that meant for us was like all of our reporting all of our metrics like we basically automated so like we we built an internal tool for staffing for budgeting for our forecasting that's just one tool that we built and it allows

really like a small group of people with very few administrators or people essentially building reports. Like we're really just focused on the computer building and reports for us and us making decisions as operators. And that, that started with like just the partners kind of building those tools. And now we're also doing the work because we've built the tools.

really like a small group of people with very few administrators or people essentially building reports. Like we're really just focused on the computer building and reports for us and us making decisions as operators. And that, that started with like just the partners kind of building those tools. And now we're also doing the work because we've built the tools.

really like a small group of people with very few administrators or people essentially building reports. Like we're really just focused on the computer building and reports for us and us making decisions as operators. And that, that started with like just the partners kind of building those tools. And now we're also doing the work because we've built the tools.

We don't like it reduces our management overhead essentially, but now we can focus on team. I guess maybe we're into the V1, which is, okay, we're actually building team around this operating principle, but it's still the first version of that. And we're still trying to figure out how our roles expand and so on.