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In this monologue, the speaker emphasizes that employees must buy into the leader’s vision, requiring the ability to sell oneself, the journey, and the vision itself. He stresses the importance of financially rewarding top talent and having a keen intuition for spotting high‑potential, conscientious hires who can work independently without micromanagement. He reflects on his own experience of building a strong core team of about ten people, a process that took roughly five years and involved hiring and firing 30‑40 employees before arriving at the right mix.

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