A founder describes the shift from hands-on operator to CEO as a company scales. The transition forces you to stop doing the work yourself and instead lead teams, set strategy, and delegate everything. It's a brutal change in identity and how you spend your time.
Such an interesting story there. And it's not often that the chance to chat with folks that have sort of been through that evolution of, you know, having an initial role and then having this market insight that then sort of leads them to create a category that they can be king of. I'm curious if you can share a little bit of, you know, what's it like as a company grows, you know, so quickly because you really found this opportunity in the marketplace. To shift from being the founder that's got the ideas and it's running everything. Yeah. And it's really just sort of trying to create scale around something that you were doing that you knew would work to being a CEO who's instead sort of leading teams and guiding people on, you know, corporate initiatives and things like that. Talk to us a little bit about that, you know, both sort of personal as well as kind of operational shift that you've gone, gone through there.
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