Transcript context±30s around the cut

• 34:00 → 34:34

  OM: It's a fair model because I learned a lot about structuring partnership and agreements through this process that I didn't know before. OM: I didn't know about all these protective things and clauses and stuff that you could put in there to be like, okay, X happens, that trigger is like another incentive or reward for either party, you know? OM: So it was really cool. OM: But yeah, I definitely was like, dude, like, you know, if you think we can't get someone who's an A player, like, you're wrong. Roger Holden: Yeah, it's a double-edged sword, too, because there are two sides to that argument that are defendable, you know?

• 34:34 → 35:06· in cut

  Roger Holden: Like, at the end of the day, you can have somebody that's maybe C-leveled that has the discipline of, like, that A tier. OM: And you want to empower them, you know, because they're going to be super loyal to you. Roger Holden: But that's on you to have the foresight and be able to recognize that individual as, like, CEO and somebody that's in a position to hire. Roger Holden: But at the end of the day, like, there's going to be instances where you have somebody that's dependable or that you thought was dependent. Roger Holden: And they're not disciplined. Roger Holden: think discipline is, like, the bar that needs to be set.

• 35:06 → 35:36· in cut

  Roger Holden: Like, if somebody's coming in and, again, just making that very clear during your onboarding process with people in conversation. Roger Holden: But sometimes it's hard to tease out. Roger Holden: Like, that's the downside of trying to be in a position that you're in or, like, being in a position to hire people. Roger Holden: Sometimes people take advantage of that. OM: They see something that's worth a lot and they just run with Honestly, Cora, dude. OM: Like, I'm like, when I told Mario, not that, again, she didn't have any malice intent. OM: She's just naive.

• 35:36 → 36:09· in cut

  OM: Like, she just didn't know, you know? OM: And she wanted her security and safety and she was a little feeling scarce. OM: So, like, okay, no worries. OM: There's other people that have, I've told Mario, like, you know, look, like, there's a homie of mine I've known for a long time who I trust at it more than I would anybody else to bring into this. OM: And has much higher. OM: Level of skill set and competency and better fit overall, and he asked for half of what this other person asked.

• 36:09 → 36:40· in cut

  OM: That just goes to show you actually the reality of A, someone who is wise and self-aware and competent and has business acumen too, because they also understand they have to get what they need and what they're worth ultimately. OM: But the company, like, it can't be at the expense of the company, because nobody does . OM: You can't bleed. Roger Holden: No. OM: You can't, that's so good. OM: You can't bleed a raw.

• 36:40 → 37:15

  Roger Holden: It's the truth, dude. Roger Holden: It really is. Roger Holden: That saying applies to so much, and it's like, the other side of that, it's like, bro, I know my worth. Roger Holden: You know what I mean? Roger Holden: It's not like I came into this and was just like, bro, here's my arms. Roger Holden: Like, you can just have it, and I'll be a slave to the business. Roger Holden: You know what I mean, though? Roger Holden: gotta, the other person, I think that's, and for me. Roger Holden: That's what I look for when I am interviewing and talking with people. Roger Holden: I'm looking for drive, ambition, discipline, and I'm looking for people to be confident. Roger Holden: If you hit those and check those boxes out the gate without being egotistical, you're pretty in that box that I'm looking for.