Yeah, I think the nuance there for founders, like from an investors point of view, from risk, if you're coming to me seeking capital and you already have run a mini experiment and you have a early signs of a repeatable, reliable and efficient process to reach your customers.

I want to put money into that. But if you're coming to me saying, I need the capital to then go and find the repeatable, reliable and efficient way to reach them, there's so much risk and there's so much uncertainty there.

A culture of trust is actually a series of ingredients.

It's hard to have trust if the person doesn't have the clear responsibility,

doesn't have the clear KPI's, doesn't have the clear authority around decision-making,

doesn't have certain rails to run on.

And so there's this transitionary point where founders have to go,

okay, well, I want to have trust, but trust comes from a series of ingredients

and I'm going to get those ingredients in place.

I was just going to, even with founders, when you're hiring your team and you're building culture,

this is a massive part of how your company is going to grow and scale is how you enable the right

patterns to occur and not the wrong ones. When you're hiring in your sales motions, all of those

little things, founders need to be conscious of what's actually happening.

And different ecosystems actually have these as practices where, like in Boulder, there was a startup wake that would be held.

So after a startup passed, it was unsuccessful, but they would actually hold awake and talk

about it and what that startup meant to them and all of that.

And it was a process for everyone, like the investors as well, the staff, different stakeholders,

customers.

Good morning. How are Morning all. Good.

How are we?

Good.

Beautiful day in Adelae.

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