David Rosenthal: belief

Transcript context

…Yes. The work done as an implementation person at the company is insane. It’s like military-level logistics. You’re handling multiple customers, all of which are among the most complex systems on earth. Peter Drucker famously referred to hospitals as the most complex form of human organization that we have ever attempted to manage. You have to understand all these dependencies at the customer and the status of a dozen interrelated things on a daily basis. You really are in this high adrenaline, high stakes leadership role as a really young person. You can work 10–12 hours a day, but a lot of them love it because you’re winning. You’re doing really big things right out of school, you’re doing it with other really bright people, so they really try to get high IQ, high EQ, often very sweet Midwestern kids to take these customer-facing roles. I think also because the flat organization, you’re also doing it alongside other senior people and learning from them directly. Like the story about Carl and Sumit—Sumit as a young programmer working on a project with Carl, the president who’s also a programmer leading the team—that happens. If you’re an ambitious, career-focused person, there is nothing more fun than winning in a high stakes environment with other high performers as a team. That plus the whimsy encapsulates pretty well the Epic culture. The result of that is it becomes the number one thing in your life. If you talk to a lot of these people who spent time there or still work there, you’re all in and you’re in the middle of nowhere. This is the other job the campus does. You’re not really getting exposed to other things you could leave and go. They make it very easy for your whole life to become epic.…

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