So, some of the biggest lessons I learned from my previous company that's, you know, that I co-found it, was annoying what hill to die on like, they're always going to be battles that you have to fight. And, not all battles are consumer, you know, getting the consumer or trying to find customers to buy your products. Some battles are internal, some battles are political, some battles are with your investors, you always need to know which battles to, you know, to fight. You can't fight all of them, because as a M.D., as a co-founder, you're constantly putting off fires, you constantly looking for ways to grow the company and, if you keep putting out, if you keep battling with everyone, what's going to end up happening is, you're going to drain yourself and, you're not going to get anywhere. So, picking which hill to die on, essentially, picking that battle that you really, firmly believe that it's going to help the company grow or, help you survive or, help the company survive, help your employees or, whatever it is you're trying to achieve. If you pick the right one to fight, that's the one who's supposed to go for and, that's when you put everything out to get. And, that's one that matters the most, everything else, if you lose, it's like, you know, you lose a battle but at the end of the day you win the war. And, these experiences, honestly, they taught me about, my own working style as well, because, I realized that, because of this, I can't micromanage people. I can't start looking at the small details all the time, I have to start really, really looking at the big picture and, that's helped me quite a bit, has helped me step away from the operational role that, initially, I took in the company.
And, I started fanning that out to more staff and, letting other people handling the day to day operations and, yeah, a lot of the time and, it looks like I'm not really working because, I'm just sitting there quietly at my desk, looking and staring out but, it's actually me thinking and, believe or not, that's actually one of the most valuable things an M.D. or a co-founder can do. Because, you're thinking of opportunities and, thinking of new leaps and steps that the companies can take. Everyone else within the company can keep maintaining it and keep, you know, growing in a few percent points but, everything you're thinking off is going to grow it in multiples and xs.