Transcript context±30s around the cut

• 30:00 → 30:31

  OM: Here, because I try to open this, I guess maybe because when I made it a shared repo, I don't know, I told it, hey, make sure that nothing breaks, but when I try to go into... Roger Holden: Can you open it in Claude super quick and ask it to, in VS Code, just ask it to open it up in VS Code real quick so we can see. OM: All right. Roger Holden: Because I have an idea of like the branding and all that stuff, I just want to make sure that I don't build something that you already have, or if I'm able to take that, can just, you know, turn it into what we essentially need. Roger Holden: I need to pee so bad, I've been holding myself.

• 30:31 → 31:05· in cut

  OM: Yeah, go use the bathroom real quick. OM: I'm excited. OM: This is insane, dude. OM: This is literally insane. OM: Yeah, dude, I, I know, like, I know I got a steal on bringing you in, to be honest. OM: I literally told my brother that. OM: I was like, I was like, there's a difference between like genuine, really good-hearted humans who are generous and want to serve and be a part of something. OM: Because we're having a conversation about another team member who dropped the ball yesterday hard, like chef shows. OM: We up like an hour late and things weren't ready and communication was dropped and it was an ops thing.

• 31:05 → 31:46· in cut

  OM: I was like, dude, like I was, you know, we were relying on this person. OM: And also we got to take ownership as leaders. OM: Like we didn't maybe have the right SOPs or communicate proactively and kind of expected him to just know. Roger Holden: Take it as a lesson for sure. OM: It was a good lesson, right? OM: But it sparked the thread of being like, you know, there's because the conversation was like, you know, do we keep like a C player and train him up into a player or do we because frankly, we can't necessarily afford to hire a plus players right off the bat if they're wanting like that comp level.

• 31:46 → 32:22· in cut

  OM: So either we get someone who is maybe a B player and they're willing to buy in and evolve and train up or we have a C player who we're going to probably spend a lot of time, energy, even resource. OM: There's an opportunity cost trying to train them into an A player. OM: You know, often even Harmoji's like, don't try to hire a C player and train them into an A player. OM: Get someone who's already pretty competent and then they'll still be loyal. OM: But I gave an example of, because he was like, you know, like we can't really afford to bring on like top tier talent or for event coordinators and stuff.

• 32:22 → 32:54· in cut

  OM: And I was like, I was like, not necessarily true, man. OM: And it all comes down to our ability to influence, to articulate the vision, to really open it up and give people the opportunity if they're aligned with it. OM: Because for example, like I gave him you as an example. OM: was like, look, Roger and I were able to structure a deal where there was, it honored where we're at right now.

• 32:54 → 33:27

  OM: Like, obviously you deserve cash up front and base, all that. OM: But because you also see the vision and you're in a stage of your life where, you know, this is very timely, it makes sense, it's aligned with you spiritually and energetically, we were able to structure it in a way where it's a win-win-win, there's no risk on either end or for the company, right? OM: There's no, like, upfront overhead that's like a hanging cloud on, like, what if this doesn't work out, you know?