Sean Rad

Product market fit isn't one moment in time. Product market fit is a constant iterative process. When I was there, we had a rule that every year we had to redesign the entire product because we didn't want people to get bored and stagnant and we didn't want to become complacent as a team. Every lesson we learned, the lesson was always focus. Focus on your mission. Focus on what you're good at.

Product market fit isn't one moment in time. Product market fit is a constant iterative process. When I was there, we had a rule that every year we had to redesign the entire product because we didn't want people to get bored and stagnant and we didn't want to become complacent as a team. Every lesson we learned, the lesson was always focus. Focus on your mission. Focus on what you're good at.

Product market fit isn't one moment in time. Product market fit is a constant iterative process. When I was there, we had a rule that every year we had to redesign the entire product because we didn't want people to get bored and stagnant and we didn't want to become complacent as a team. Every lesson we learned, the lesson was always focus. Focus on your mission. Focus on what you're good at.

Stop trying to be something you're not. Every company needs to continuously fucking relearn that.

Stop trying to be something you're not. Every company needs to continuously fucking relearn that.

Stop trying to be something you're not. Every company needs to continuously fucking relearn that.

It's really hard. In my case, I sacrificed so much. Not only it was my identity, it was sort of all I did for a big portion of my life. So when you walk away and one day that's no longer your identity, it's really existentially rocking to your core. How did I deal with that? It took me a while to recognize that is not my identity and that is actually not healthy to make that my identity.

It's really hard. In my case, I sacrificed so much. Not only it was my identity, it was sort of all I did for a big portion of my life. So when you walk away and one day that's no longer your identity, it's really existentially rocking to your core. How did I deal with that? It took me a while to recognize that is not my identity and that is actually not healthy to make that my identity.

It's really hard. In my case, I sacrificed so much. Not only it was my identity, it was sort of all I did for a big portion of my life. So when you walk away and one day that's no longer your identity, it's really existentially rocking to your core. How did I deal with that? It took me a while to recognize that is not my identity and that is actually not healthy to make that my identity.

And founders are better when their company is not them. Because it's not about you. It took me a while to sort of step away and see that. And actually reflecting back, our most successful moments when we were a little detached and can see the bigger picture beyond the individuals. And I think it's really important. I mean, a company is a group of people that are on a mission to solve a problem.

And founders are better when their company is not them. Because it's not about you. It took me a while to sort of step away and see that. And actually reflecting back, our most successful moments when we were a little detached and can see the bigger picture beyond the individuals. And I think it's really important. I mean, a company is a group of people that are on a mission to solve a problem.

And founders are better when their company is not them. Because it's not about you. It took me a while to sort of step away and see that. And actually reflecting back, our most successful moments when we were a little detached and can see the bigger picture beyond the individuals. And I think it's really important. I mean, a company is a group of people that are on a mission to solve a problem.

You need to take the individuals out of it. That's when companies perform the best work. When there is sort of, to some extent, an all for one, one for all mentality, but we are here to accomplish a mission. We are all aligning against that mission.

You need to take the individuals out of it. That's when companies perform the best work. When there is sort of, to some extent, an all for one, one for all mentality, but we are here to accomplish a mission. We are all aligning against that mission.

You need to take the individuals out of it. That's when companies perform the best work. When there is sort of, to some extent, an all for one, one for all mentality, but we are here to accomplish a mission. We are all aligning against that mission.

We understand our individual contribution to that mission, but we also have the humility to understand that none of us are significant enough or matter enough to success. And if we did, then that's actually a problem. We haven't built a great organization that's greater than us.

We understand our individual contribution to that mission, but we also have the humility to understand that none of us are significant enough or matter enough to success. And if we did, then that's actually a problem. We haven't built a great organization that's greater than us.

We understand our individual contribution to that mission, but we also have the humility to understand that none of us are significant enough or matter enough to success. And if we did, then that's actually a problem. We haven't built a great organization that's greater than us.

You know, to me, leadership is when you sort of try to abstract yourself away. If things are dependent on you, then you haven't really achieved something. You haven't really been a great leader and given to the next generation, shared your talents and empowered other people.

You know, to me, leadership is when you sort of try to abstract yourself away. If things are dependent on you, then you haven't really achieved something. You haven't really been a great leader and given to the next generation, shared your talents and empowered other people.