What I want to talk about today is I want to tell you guys a little story because the last three days,

I've had a lot of interviews and a lot of, you know, coaching our portfolio company CEOs on.

So their interview processes with roles that maybe like they're not equipped with or they've never hired for before, like they don't know what that role does.

And so we're going to get tactical today and I want to break down, you know, some of the stuff that, you know, I know it's not sexy

and I know it's not, you know, like, it's the new marketing hacker, this or that. And I always feel so lame talking about hiring, honestly. It's so fucking important. It pisses me off that people don't get it. Like, it really like, and I think I feel pissed because honestly, this is something

that I struggled with in the beginning. And because of that, it really led to a ton of mistakes

in the business. And I just, just don't want other people to make those fucking mistakes because they suck. And so I'll tell you the story, which is, you know, when we were growing gym launch, in the beginning, I was over all the hiring. And so I was over HR. I was over the hiring. I was super involved in all the

interview processes. And it got to a point where we grew really quickly, you know, I think the first year we did, and I'm not the number of first. I think it was the first year, 17 million or 25 million. I don't remember. That was the first or the second year. So either way, it was a lot of money. And I've never done this before.

I have no experience.

I know what the fuck I was doing.

And because of that, you know, we're scaling and people are saying like Layla, like you really

need to let go up hiring. Like you can't be this involved in the process. You know, you're just so busy. You have so much on your plate. You know, look at your days because I was working, you know, from 5 a.m. until 10 p.m. most

days. But I did love it. You know what I mean?

Like I was like, you know, all these people, like,

they're more experienced than me and, you know,

they have a track record and I don't. p.m. most days. But I did love it. You know what I mean? Like I was like, you know, all these people,

like, they're more experienced than me. And, you know, they have a track record and I don't. And I'm

just like this inexperienced person who's never even managed a human in my life. So like, I should listen to them for sure. And everyone said, you know, you've got to delegate some of this stuff and particularly hiring, like, especially with the amount that you have to because the business is growing so quickly.

And I think what was missing in that piece of advice was it wasn't like ill intent by anyone telling me that. It was that there's a lack of context and nuance, which is if I'm not involved in the hiring process, and I'm the most, I am out of the whole business, the most potent source of, you know, culture, values, etc. I know what we need more than anybody. and there's a lot of inexperienced people on the team. Isn't it the right idea to delegate that to them?

Well, of, you know, culture, values, et cetera. I know what we need more than anybody. And there's a lot

of inexperienced people on the team. Isn't the right idea to delegate that to them? Well,

probably in that situation, the answer is no. And so I didn't know that. And there was no context

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