Thomas Hansen

the beginning some folks will say that trust is earned which may have some truth to it it's not really how i operate i found that teams and individuals consistently perform better when they already have your trust from day one you gotta set them to them free and i think in that context people will shine they'll really perform well another item that comes to mind is when you're building a team you gotta realize first of all what are your own strengths and errors development

the beginning some folks will say that trust is earned which may have some truth to it it's not really how i operate i found that teams and individuals consistently perform better when they already have your trust from day one you gotta set them to them free and i think in that context people will shine they'll really perform well another item that comes to mind is when you're building a team you gotta realize first of all what are your own strengths and errors development

the beginning some folks will say that trust is earned which may have some truth to it it's not really how i operate i found that teams and individuals consistently perform better when they already have your trust from day one you gotta set them to them free and i think in that context people will shine they'll really perform well another item that comes to mind is when you're building a team you gotta realize first of all what are your own strengths and errors development

And then you've got to build a team that is diverse and where everybody can complement each other. And essentially the old saying of one plus one becomes three, right? So you've got to make sure that you get that diversity into your team in terms of experiences and skills so they can really complement each other and have each other's back.

And then you've got to build a team that is diverse and where everybody can complement each other. And essentially the old saying of one plus one becomes three, right? So you've got to make sure that you get that diversity into your team in terms of experiences and skills so they can really complement each other and have each other's back.

And then you've got to build a team that is diverse and where everybody can complement each other. And essentially the old saying of one plus one becomes three, right? So you've got to make sure that you get that diversity into your team in terms of experiences and skills so they can really complement each other and have each other's back.

Early in my career, I would say to you, fear of failure was holding me back. I've operated in environments where you really had to be not just in the detail, but you had to have every single thing, dot every single I and cross every single T correctly. I have changed in the last 10 years in a very significant way. First of all, I just don't use the F word anymore. The failure work, that is.

Early in my career, I would say to you, fear of failure was holding me back. I've operated in environments where you really had to be not just in the detail, but you had to have every single thing, dot every single I and cross every single T correctly. I have changed in the last 10 years in a very significant way. First of all, I just don't use the F word anymore. The failure work, that is.

Early in my career, I would say to you, fear of failure was holding me back. I've operated in environments where you really had to be not just in the detail, but you had to have every single thing, dot every single I and cross every single T correctly. I have changed in the last 10 years in a very significant way. First of all, I just don't use the F word anymore. The failure work, that is.

I believe in, let's rather think of work as a rapid experiment. You go and do some stuff and if it's not working or if it needs to perform better, then you tweak or you stop it, right? I'm a huge believer that set the right tone with the team.

I believe in, let's rather think of work as a rapid experiment. You go and do some stuff and if it's not working or if it needs to perform better, then you tweak or you stop it, right? I'm a huge believer that set the right tone with the team.

I believe in, let's rather think of work as a rapid experiment. You go and do some stuff and if it's not working or if it needs to perform better, then you tweak or you stop it, right? I'm a huge believer that set the right tone with the team.

and hopefully often they'll succeed sometimes they'll go through experiments that are not working and the difference here that comes in is how you as a leader react to the successes or the learnings or experiments failing and that will determine the trajectory of the team so i don't think you gotta run at 100 perfection before you go and do something i i think that there's a point at 65 to 75 percent

and hopefully often they'll succeed sometimes they'll go through experiments that are not working and the difference here that comes in is how you as a leader react to the successes or the learnings or experiments failing and that will determine the trajectory of the team so i don't think you gotta run at 100 perfection before you go and do something i i think that there's a point at 65 to 75 percent

and hopefully often they'll succeed sometimes they'll go through experiments that are not working and the difference here that comes in is how you as a leader react to the successes or the learnings or experiments failing and that will determine the trajectory of the team so i don't think you gotta run at 100 perfection before you go and do something i i think that there's a point at 65 to 75 percent

With many decisions in business, perfection, it's a fallacy. You've got to go and test things, experiment, learn from it, tweak, stop, start new things. And that's how you get to a good outcome.

With many decisions in business, perfection, it's a fallacy. You've got to go and test things, experiment, learn from it, tweak, stop, start new things. And that's how you get to a good outcome.

With many decisions in business, perfection, it's a fallacy. You've got to go and test things, experiment, learn from it, tweak, stop, start new things. And that's how you get to a good outcome.

Spencer and I and our board are huge believers in the notion of having stage appropriate leaders that can not only operate the business as it is today, but also have the capabilities and the experiences and competencies to scale beyond where we are today. To go from say our current roughly $300 million of revenue to a billion dollars and beyond.

Spencer and I and our board are huge believers in the notion of having stage appropriate leaders that can not only operate the business as it is today, but also have the capabilities and the experiences and competencies to scale beyond where we are today. To go from say our current roughly $300 million of revenue to a billion dollars and beyond.