So everyone built teams, and they have advisors, etc. when, at this point, as you think about assembling a team, what are the strengths, what are the components and I'm sure it, it, maybe, why don't we pick something in the social sector. How do you think about assembling, currently, the strengths, what do you look for, what are you, in terms of building a team? >> In the, you know, if you're looking for a team in the social sector, compassion is, is the most important thing because if people don't have compassion, they just can't do it. So, you need people who have a huge amount of compassion because that's what drives them to actually get the solution done. Now, you know the other part of it is teams actually, recruiting mentors. The teams actually, not every mentor is the right mentor. And so the teams have to get very good in terms of finding the mentors because if you get stuck with the wrong mentor, you just, you just keep spinning your wheels and you don't see eye to eye. You don't really get the value but at the same time, just because the other person is so senior, you can't get rid of them and the, and the entrepreneurs, the teams have to get very good in not only embracing the right mentor, but fighting the mentors if they're not getting along. >> So, switching gears a little. Knowing what you know now, tell us what you think about teams and the kind, the kind of team you have to assemble to be successful. >> The, I think the most important thing about, building a team is, it starts with being introspective on yourself, and sort of looking and saying, okay these are the things I'm, I'm good at, but more importantly these are the areas where I'm not strong, and having the confidence, the self confidence, to hire people that are far better than you in those areas of weakness. >> And what would be the, the skill sets that you look for in your, in your team? >> Well, if you go back to the very beginning of when I started the first company, Motricity, the very first thing I did was recruit my co-founder, Taylor Brockman, who was the technical genius to be my right hand man, and I think that goes to the, to my weakness. Which was I wasn't a good coder. I wasn't all that technical. And if you look at any point along my entrepreneurial adventure between the dorm room to the beginnings of Motricity, to today with Epia, I am always looking to bring on the absolute best people I can to build out the team, to, to shore up the area where I'm not as strong, whether that's finance or my CFO or whether that's with sales or my Chief Revenue Officer or, you know, my heads of engineering. >> So, as a 17 year old in science and math, I mean, where everybody, sort of the hierarchy was based on, you know, how good a mathematician you were, how fast you could win the whatever competition. How did you deal, were you okay with the fact that you were not a very good coder? >> Yeah I was fine with that. I knew that I wasn't a good coder. I think the beauty about being young is that you, you know that you don't know a lot. Certainly from a business standpoint, there were a million things I had no idea about and I think in a lot of ways that was one of the advantages of being young. I knew that I didn't know these things and I wasn't scared about that. And I didn't have this false sense of, I, I don't know what the word is, pride or something, where I was opposed to bringing in people to help out. >> Wendy Kopp called it the advantages of inexperience. >> Right. I think that's perfectly said.
