From Start-Up to Grown-Up: Matt Reustle — Running a Company

I totally get, like, you're telling people how to run a company and then boom, suddenly you're running a company. What are some, what are the things that surprised you? What were some of the, you know, like hard, like aha moments that kind of stuck you in the face, especially at first? And then also as you've kind of gone on this journey?

I think it's, it's best to think at the highest of level and frameworks and can we create, you know, the buzzwords, can we create a flywheel where this is feeding this, which feeds that, and then that all the way ties back to this. And these are great higher-level concepts. Actually creating them, putting them into execution is incredibly difficult. The amount of friction in organizations on a day-to-day basis is unlimited. And it's unlimited to the extent that you allow it to be unlimited. The only way that you can limit it is by enforcing some type of constraints in terms of what you're gonna focus on. Is this project on video going to be something that we focus on? Because if we want it to live up to our bar, we need to put full focus on it. And I underappreciated just how many smaller tasks there are. And you can outsource a lot of these, but registration for state taxes and filing taxes based on, you know, states and where the advertiser is, dealing with benefits and health benefits, you know, the things that are completely ugly, really don't get you any type of reward, need to be done, need to be done right. Those things can really pull on you. Until you find the systems that you can tackle those. Um, so getting those systems in place.